Retrieved from http://muskingum.edu/~psych/psycweb/history/lewin.htm Handwerk‚ B. (2005). Sports Riots: The Psychology of Fan Mayhem. Retrieved from: http://news.nationalgeographic.com/news/2005/06/0620_050620_sportsriots.html Janis‚ Irving L. (1982). Groupthink: Psychological Studies of Policy Decisions and Fiascoes. Second Edition. New York: Houghton Mifflin. Kassin‚ S. (2005). Psychology. Retrieved from http://www.sampsoncc.edu/staff/pwolf/msnencartapsychology.htm McAdams‚ D. P. (2006). The person:
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of unity. Groups can be categorized according to size. Individual behavior has been shown to be influenced by the presence of others. For example‚ an individual’s performance at work or the individual’s decision-making processes (as in the term "groupthink"). Dyads and triads are the smallest social groups. Social interaction in a dyad is typically more intense because neither member shares the other’s attention with anyone else. A triad is more stable because one member can act as a mediator if
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unanimity on the issues that the group has to confront. To preserve the clubby atmosphere‚ group members suppress personal doubts‚ silence dissenters‚ and go along with the general consensus of the group.” This theory of groupthink has affected many groups in history negatively. Had groupthink not been present then the Bay of Pigs Invasion may not have even happened. All it would’ve taken was for the closed mouth president to speak up and voice his opinion about how it could go wrong. Mongar argues that
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Social Psychology Concepts April 16‚ 2013 Psychology 300 Professor Ian Rosen‚ PhD Social Psychology Concepts This paper will focus on various social psychology concepts. It will discuss bystander and aggressive behavior and the context in which they occur. Using social psychology concepts an analysis of possible precursors and consequences will be provided of the behaviors specified. It will also identify any associated phenomenon related to these behaviors. Social psychology is the “scientific
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During the Deepwater Horizon Disaster‚ “there was a list of 20 anomalies which includes several irregularities in the well’s behavior‚ some of which were already known. The list also includes instances where standard well-control protocols were not followed” (Kreitner & Kinicki‚ 2013‚ p. 362). In this week’s chapter case study‚ the Deepwater Horizon Disaster was due to the BP and Transocean using the non-rational model of decision making. More specifically‚ these companies unconsciously used Simon’s
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Cognitive dissonance occurs when an individual holds contradictory views or when confronted by new information contradictory to their beliefs‚ values or experiences. It causes the individual mental stress‚ psychological discomfort and they will actively avoid information that causes them this dissonance or disequilibrium‚ as one would be motivated to strive for internal consistency. In the context of the knowledge question‚ if a knower cannot accept new knowledge that contradicts former beliefs or experiences
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Creative and Critical Thinking II 1. Have you ever changed a strongly held attitude? What caused the change for you? I have only experienced a shift in my personal beliefs once: at one point in time I believed I was relegated to working in a factory‚ now I do not have the same belief. I believe that the shift in my attitude was due to an internal growth; I became more self-aware after my father passed away. I looked at my father‚ and all he had done‚ and began to believe that I was capable of
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looking up and looking around for someone else’s opinion and finally they rely on it because of personal fears or inexperience. Another example of it is the mid-level decision-making paralysis in many American companies when a manager is trying to avoid of making a decision. In the case of inevitable decision‚ he or she would engage as many colleagues as possible for self-protection. Many examples of recent administrative and economic problems within American companies have showed the tendency
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MGT 101 Introduction to Management First Semester SY 2013 - 2014 Course Description: Principles & practices of management; an overview of the functional areas of business; an introduction to case problem-solving. Prerequisite: None Credit Units: 3 units Course Objectives: At the end of the course‚ the students are expected to: a. Expound the concepts of organizations and management and the need for sound‚ effective and efficient management; b. Differentiate and describe the various management
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CHAPTER 7 - FOUNDATIONS OF GROUP BEHAVIOR CHAPTER OBJECTIVES After reading this chapter‚ students should be able to: 1. Differentiate between formal and informal groups. 2. Explain why people join groups. 3. Describe how role requirements change in different situations. 4. Explain the importance of the Hawthorne studies. 5. Describe the importance of the Asch studies. 6. Explain what determines status. 7. Identify the implications of social loafing. 8. Outline the benefits and disadvantages of cohesive
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