Group Performance

Zajonc Solution (1980)
1. Presence of others can lead to:
  1. Improvement on easy/or well earned tasks
    1. Impairment on difficult tasks which have not yet been learned
  2. Increases arousal
    1. Strengthens dominant response to a stimulus
      1. On easy tasks, the dominant presence will be correct
      2. On difficult tasks, the dominant response will be incorrect
2. Social Facilitation
  1. Presence of others enhances the performance on easy tasks but impairs on difficult tasks
Steiner (1972)
1. 4 tasks:
  1. Additive task
    1. Group product is a result of everyone's contributions
    2. Rope pulling task
  2. Compensatory task
    1. The group product is the average judgement
    2. Eg. Estimating temperature
  3. Disjunctive tasks
    1. Group product is determined by the individual with the greatest performance
    2. Eg. Horse trading problem
  4. Conjunctive tasks
    1. The groups product is determined by the individual with the poorest performance
    2. Eg. Cycling with a group
Social loafing
1. Reduction in individual output on easy tasks where the a whole groups contributions matter.
  1. In other words, exerting less effort to achieve a goal when working in a group compared to working alone
2. Results of social loafing:
  1. Loss of motivation
  2. Loss of co-ordination
3. Preventing social loafing
  1. Make members contributions identifiable
  2. The task is important to those who perform it
  3. When people believe their efforts are necessary to succeed
  4. Group expects to be punished for poor performance
  5. Group is small
  6. Group is cohesive
  7. Knowing ones work would be individually identified
  8. If the individual believed their work towards the task was unique and necessary towards groups performance
Group polarisation
1. When simple minded people discuss a topic, it often becomes more exaggerated
2. Informational influence
  1. Discussion generates arguments that mostly favour the position already taken
3. Social comparison
  1. Desire to make a positive impression by being 'better' than the others
4. Causes
  1. Isolation
  2. Similar backgrounds
  3. Group cohesion
  4. Unsystematic review procedure
5. Symptoms
  1. Overestimation of the group
  2. Poor information search
  3. No risk assessment
  4. No alternative plan
6. How to prevent
  1. Consult widely with others
  2. Typically the weakest point of a group
Baumeister Et al (2015)
1. Groups function better when members have differentiated identities than when individuality is lost as people blend into a group
2. How groups form
  1. Shared group identity, motivates individuals to work on behalf of the group
  2. A vast increase in performance and efficiency when different members use different skills to perform different roles in an interlocking, interactive system
3. People contributed better when identified individually and did worse when their individual identity was downplayed or lost
4. Groups benefit when members participate as seperate, autonomous indivuduals

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Group Performance

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