1 / 38

Social Conformity

Social Conformity. Social Conformity: Lecture Objectives. Discuss the issue of “power to the people” in a democracy. Describe the Asch experiment and discuss when and why conformity occurs State what is meant by the “real managers” problem. Power of the people: Founders vs. populism.

Ava
Download Presentation

Social Conformity

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Social Conformity

  2. Social Conformity: Lecture Objectives • Discuss the issue of “power to the people” in a democracy. • Describe the Asch experiment and discuss when and why conformity occurs • State what is meant by the “real managers” problem.

  3. Power of the people: Founders vs. populism • The “people” in a democracy can be a source of power – by their votes, support for candidates, and volunteer activities. • Populism see “power to the people” as a good thing • The founders perceived “power to the people” as a potential threat to democracy • Autocracies control people via totalism: manipulate the masses by information control and appeals to granfalloon among other tactics

  4. Populism • Populism embraced by left and right • Assumptions • Collective wisdom of the people is better than expertise; the “people” know best. • The “people” share the same view of the issues. • The “people” united can never be defeated.

  5. Do the “people” know best? • Wisdom of crowds: The average judgment of many people is better than the judgment of any given person over time • Ox weight and jelly bean estimate • Bookies and points spreads • Most investors under perform the stock market average

  6. Limitations of the people and knowledge • Lack of diversity of knowledge in the group (converge on wrong solution) • Conformity pressures such as groupthink • Lack of independence in judgment (imitation of others) • Centralized information • Collusion of members

  7. Do the “people” share the same view of the issues? • False consensus effect: use one’s attitude to estimate the attitudes of others; generally, people believe that others share their attitudes and overestimate the extend of agreement • Naïve realism: everyone else shares my construal of the world (my facts and values about reality); opposite of realistic empathy

  8. Do the “people” share the same view of the issues? • Debate among scholars: • What is public opinion (single or multiple perspectives)? • What is the common good (or is there such a thing)? • Naïve realism and false consensus can be used by demagogues to manipulate opinion via “glittering generalities.”

  9. If the “people” are united can they be defeated in American democracy? • Generally, when a consensus emerges in American public opinion, public policy changes to reflect that consensus • Page & Shapiro (1983) looked at 357 cases between 1935 & 1979 where public opinion changed by 6% or more on an issue • Within a year in 66% of the cases, public policy changed to reflect that opinion • For large swings (over 20%) and those involving a majority, it was almost 100% and was 100% after a 4 year lag.

  10. Limitations on the people united • The people divided do not have the same effect • Large swings at a minority level (say, a change from 5 to 25%) do not generally affect policy • Page & Shapiro findings apply only to highly visible issues (not less visible issues where people do not generally have an opinion); such cases are more likely to be influenced by interest groups and others who have a direct stake in the issue. • But yet, most constituents support their earmarks, but not the earmarks of others.

  11. The Founders’ Fear • The Founders’ feared that the people could • turn into the mob and infringe on the rights of others • be ill-informed and make poor choices • They believed as Machiavelli did that a republic would be lost if its citizens became: • Lazy (low involvement persuasion) • Unfit (ignorant, lacking in knowledge and virtue) • Corrupt (promoting the interests of the few over the many) • Envious of true leadership; mislead by the envious

  12. Checks and balances on the people • Original checks (no longer effective): • Restricted vote • Electoral college • Non-direct election of Senators • Current checks • Senate vs. House • Judicial review (Marbury v. Madison) • 14th amendment requiring equal protection under the law

  13. Potential problems with “power to the people” • Social Conformity • “Real Managers” (social approval instead of merit) • Demagogues • Lippmann problem: stereotypes and lack of knowledge of the people leads to poor decision making • Granfalloon (social identities)

  14. Social Conformity: Asch Experiment • Asch believed that people would not conform if there was objective reality. • He created an objective reality (line lengths) that no one could deny as true. • Show Dateline NBC Asch experiment

  15. Asch: Results • 107 replications plus Dateline find: • 55% of the subjects conform on at least one trial; conformity on 35% of the trials

  16. Asch: variations • The following decrease conformity: • An ally giving the same answer • Another person giving a different wrong answer than the group • (dissent breaks unanimity) • Commitment before conformity information • Private as opposed to public report

  17. Asch: variations • The following increase conformity • Uncertainty about one’s place in the group, especially when group is attractive • Group members who are: • Expert • Important and attractive • Similar to the target

  18. Why does conformity occur? • Social consensus invokes two (and sometimes three) processes: • Information: we look to others to see what is the right thing to do; if others are doing it, it must be right (social proof) • Normative: going against the group is difficult; “don’t want to be different anymore” (social pressure) • Social identity (granfalloon): membership in the group takes on meaning for the individual

  19. Social proof • Milgram passerby experiment • Donors give more after seeing a list of donors giving $1.45 (on average) compared to 35 cents (Blake et al. 1955) • More likely to give blood after seeing a list of others agreeing to give (Reingen, 1982) • Polling data/horse-race coverage as social proof (bandwagon and campaign donation) • Shills in cons • False testimonials in advertising

  20. Information & Social Proof • When everyone agrees (social proof) it serves as information control – only one point of view comes to create reality • Show Candid Camera at the airport

  21. Information control • Information can be censored and centralized. • Information can also be self-selected (agreeable information via dissonance reduction) resulting in biased information. • Internet is decentralized but increasingly segmented by user attitudes

  22. Social proof: individual response • Subject in Dateline experiment: “When I see that others are agreeing, I use this as a cue to start asking why and to think that they might be wrong.”

  23. Social pressure • Oscar Meyer example

  24. Social pressure • What is happening in the Oscar Meyer commercial? • Information – everyone things these hotdogs are great • Social pressure • Deviant receives sanctions (glares from the other kids and a lousy future assignment)

  25. What happens when someone is a deviant? • Show Stan Schachter experiment

  26. What happens when someone is a deviant? • In Schachter experiment: • Deviant received initial attention • Deviant was ultimately rejected (ostracized from the group)

  27. What is it liked to be ostracized from the group? • Show Kip Williams experiment

  28. What does it feel like to be ostracized? • Painful • The threat of ostracism and the withdrawal of social approval is a major factor in why social consensus induces social pressures.

  29. Social pressure: Individual responses • Do not underestimate the power of social pressure. • Most people believe that they can stand up to the group; most research studies find that they can’t. • Best coping response: Get out of the situation and think what is the best the response to make.

  30. The inherent drama of the Asch experiment • The Asch experiment pits two social motives against each other: • The desire to be right vs. the desire to be approved by others • Merit vs. loyalty • Achievement vs. social approval

  31. Real Managers: Successful and effective • Fred Luthans et al. collected data on 457 middle managers in multiple organizations • Managerial activities: planning, decision making, communication, motivating employees, managing conflict, networking (socializing, politicking, interacting with one’s boss) • Success: rate of promotion • Effectiveness: organization productivity and quality of performance; subordinate satisfaction and commitment to work

  32. Real managers results • Managers were either successful or effective; less than 10% were both • Successful managers (ones receiving promotions): high levels of networking, socializing, and politicking; pleasing superiors • Willy Loman’s “well liked.” • Effective managers (ones who got things done): high levels of communication on how to do the job; time spent in conflict management and human resource development; management behaviors such as controlling production and planning.

  33. Dilbert and real managers

  34. Real managers replicates Asch • In these organizations, successful managers valued “desire for approval” over “desire to be right” • Selecting “social approval” makes sense for one’s career • Selecting “social approval” can destroy an organization when social consensus is not correlated with being correct.

  35. Other “real managers” examples • The strength of weak ties • Tipping at restaurants is not related to quality of service, but is related to size of check (15%), group size (larger parties tip a lower percent) and social attraction cues (smiley face, personal note, compliments) • Alex Bavelas implemented “participatory management” in a toy company that increased productivity of one group. The intervention was discontinued because other groups were embarrassed. • Teacher evaluations focus on “student evaluations” (liking for the course) as opposed to student accomplishment • In evaluating a grad school ask: Where do the students get jobs after they graduate?

  36. Real managers in elections • “I like Ike” DVD • Eisenhower was also an effective leader • Led largest invasion in history • Allied Supreme Commander • “Eisenhower answers America” ads • 12th greatest President (from Washington to Carter)

  37. Real managers in election • Single best predictor of vote • Before 1960: voter’s party • After 1960: the voter’s image of the candidate and how much that voter likes (positive affect) the candidate • Competency of the candidate is not an issue • Mark Penn’s impressionable elites • Elites (academics, news media, college educated, high status) are more likely to vote on the bases of candidate image (since 1980) • Lower income voters vote on issues • Realistic politics (attempting to obtain what one needs) vs. status or identity politics (finding a positive social status)

  38. Responses to real managers in elections • Realistic job interview of candidates • Press as watchdog • Campaign spending reform • France outlawed image-based political ads • Deliberative polling • Citizen conventions that discuss issues with experts as a resource • Involvement devices • Tax statements that state how much of your money is spent where • Restructure media presentation of issues consistent with guidelines in decision making lecture

More Related