CLASS 12 PSYCHOLOGY – CHAPTER 7

SOCIAL INFLUENCE AND GROUP PROCESSES

1. INTRODUCTION

• Human behaviour is shaped not only by internal factors (motivation, cognition, personality) but also by social forces.
• The presence of other people influences how individuals think, feel, and act in various situations.
• Social influence refers to the ways people alter their behaviour due to real, imagined or implied presence of others.
• Groups play a central role in shaping social influences.
• A large part of human behaviour occurs in a group — family, class, workplace, community, religious groups, peers, etc.
• Understanding group behaviour helps explain cooperation, conflict, leadership, conformity, obedience, productivity, and social loafing.
• This chapter explores how groups are formed, why people join them, different group types, processes operating in groups, and how groups influence individual behaviours.
• It also highlights how group membership affects identity, emotions, decision-making, and interpersonal relationships.

2. NATURE AND FORMATION OF GROUPS

2.1 What is a Group?

• A group is a collection of two or more individuals who interact with one another and share a sense of common identity.
• Members of a group think of themselves as “we” or “us”.
• Groups are not mere collections of people; interaction and psychological connection must exist.
• Groups have:
  • Common goals or interests
  • Interdependence among members
  • Pattern of roles and norms
  • A sense of belonging
  • Structured relationships
• Example: A family, a work team, a sports team, a classroom, a committee, a friendship circle.
• A group provides security, identity, emotional support, opportunities for cooperation, and a sense of significance.
• Groups can be small (dyad of two people) or very large (nation or community).

Characteristics of Groups

• Size: Varies from small to large.
• Goals: Each group has certain objectives.
• Norms: Shared rules that guide behaviour.
• Roles: Expected behaviour patterns for different positions.
• Cohesiveness: Strength of bonding among members.
• Interdependence: Members rely on each other.
• Patterns of Interaction: Face-to-face or indirect communication.

3. WHY DO PEOPLE JOIN GROUPS?

People join groups for a variety of social, emotional, and practical reasons. Key motives include:

1. Security

• Groups offer protection and reduce the feeling of vulnerability.
• Individuals feel safer when supported by others.
• Example: Workers joining labour unions for job security.

2. Social Identity

• A group provides a sense of who we are.
• People define themselves based on their group memberships (family, religion, gender, nationality).
• Social identity gives pride, belongingness, and meaning.

3. Affiliation or Belongingness

• Humans have a natural need for social connection.
• Groups fulfil emotional needs for love, companionship, and acceptance.

4. Task Achievement

• Many goals are easier to achieve collectively.
• Groups allow pooling of talents, time, and resources.
• Example: Project teams working together for better outcomes.

5. Power and Control

• In groups, individuals gain influence and collective power.
• Group membership increases bargaining strength and social status.

6. Information and Knowledge Sharing

• Groups serve as sources of learning.
• Members exchange ideas, skills, and perspectives.
• Example: Study groups enhance understanding.

7. Status and Recognition

• Being part of a respected group enhances social prestige.
• Group membership boosts self-esteem and confidence.

8. Goal Similarity

• People join groups with whom they share common goals, ideologies, or interests.
• Example: Environmental groups, cultural clubs, political groups.

4. GROUP FORMATION

Group formation refers to the process through which individuals come together, interact, develop norms, and become a functional unit.

Theories of Group Formation

4.1 Psychological Theories

A. Propinquity Theory

• People join groups because they are physically close to each other.
• Proximity increases interaction → leads to liking → group formation.
• Example: Students sitting together in class often form friendship groups.

B. Balance Theory (Heider)

• People form groups to maintain balance and avoid psychological tension.
• Individuals prefer to associate with those having similar beliefs and attitudes.
• Attitudinal similarity leads to stable groups.

C. Exchange Theory

• People join groups based on reward–cost analysis.
• If benefits (e.g., support, fun, status) exceed costs (e.g., time, effort), they join.
• Groups are seen as social exchanges.

4.2 Social Processes in Group Formation

1. Norm Development

• Groups create expectations regarding behaviour.
• Norms regulate discipline and maintain harmony.

2. Role Assignment

• Different positions and functions emerge (leader, organiser, helper, etc.).
• Roles ensure task distribution and efficiency.

3. Structure Formation

• Groups develop status hierarchy and communication patterns.

4. Cohesiveness Development

• Emotional bonding grows due to shared goals, interaction, compatibility.

4.3 Tuckman’s Stages of Group Development

1. Forming

• Group comes together; members are polite but unsure.
• Orientation phase.

2. Storming

• Conflicts, competition for roles, disagreements arise.
• Important for clarifying expectations.

3. Norming

• Norms emerge; stability develops; relationships strengthen.

4. Performing

• Group becomes functional, cooperative, productive.
• High motivation and task accomplishment.

5. Adjourning

• Group dissolves once goals are achieved.
• Emotional phase: satisfaction, relief, sometimes sadness.

5. TYPES OF GROUPS

Groups can be classified in multiple ways:

5.1 Primary and Secondary Groups

A. Primary Groups

• Small groups with face-to-face interaction.
• Relationships are intimate, personal, and emotionally deep.
• Strong sense of belonging.
• Long-term and stable.
• Examples: Family, close friends, peer group.

Characteristics

• Emotional bond
• Informal control
• Personal communication
• Supportive environment
• Shared identity

Functions

• Socialisation
• Emotional support
• Value transmission
• Personality development

B. Secondary Groups

• Larger, impersonal, goal-oriented groups.
• Relationships are formal and often temporary.
• Interaction is indirect or limited.
• Examples: School classes, offices, political parties, businesses.

Characteristics

• Formal structure
• Based on roles
• Less emotional involvement
• Short-term or task-oriented
• Clear objectives

Functions

• Task accomplishment
• Organised work
• Professional networking
• Social regulation

5.2 Formal and Informal Groups

A. Formal Groups

• Formed deliberately by an organisation.
• Created to achieve specific goals.
• Have defined roles, structures, and rules.
• Examples: Management committees, task forces, work departments.

Features

• Official authority
• Organised communication
• Assigned duties
• Rule-bound functioning
• Goal-centred

Advantages

• Clear accountability
• Clarified responsibilities
• Predictable behaviour patterns
• Smooth functioning of organisations

B. Informal Groups

• Not formally planned; emerge naturally.
• Based on personal attraction, common interests, or friendships.
• Examples: Office friends, social circles, interest groups.

Features

• No formal structure
• Flexible, spontaneous
• Emotional bonding
• Peer support
• Shared interests

Advantages

• Boost morale
• Improve communication
• Promote cooperation
• Reduce stress
• Provide social satisfaction

Disadvantages

• Can resist organisational change
• May encourage groupism
• Spread rumours

5.3 Ingroup and Outgroup

A core concept in social psychology.

A. Ingroup (Us)

• Group to which an individual belongs.
• Members identify strongly with their ingroup.
• Loyalty, preference, and positive attitude towards ingroup members.
• Sense of “we” strengthens group identity.

Characteristics

• Bias in favour of ingroup
• Shared norms and values
• Cooperation and solidarity
• Emotional attachment

B. Outgroup (Them)

• Groups to which the individual does NOT belong.
• Often perceived as different, inferior or threatening.
• Negative stereotypes may arise.
• Outgroup discrimination is common.

Characteristics

• Less trust
• Social distance
• Bias and prejudice
• Competition

Reasons for Ingroup–Outgroup Differences

• Desire for positive self-esteem
• Natural tendency for categorisation
• Social identity formation
• Competition for resources
• Cultural norms

6. SOCIAL INFLUENCE

Social influence refers to changes in behaviour due to the presence or actions of others. It includes:

• Conformity
• Compliance
• Obedience
• Social facilitation
• Social loafing
• Leadership
• Cooperation and conflict (additional concepts from chapter)

In this chapter, the focus is especially on social loafing.

7. SOCIAL LOAFING

Definition

• Social loafing is a phenomenon where individuals put less effort when working in a group compared to when working alone.
• Term introduced by Latane, Williams, and Harkins (1979).
• In group tasks, personal responsibility is diffused.

Causes of Social Loafing

1. Diffusion of Responsibility

• Individuals feel less accountable because responsibility is shared.

2. Lack of Identifiability

• Hard to know who contributed what in a group task.

3. Belief that Others Will Do the Work

• Members expect others to exert more effort.

4. Low Task Involvement

• If the task is boring or unimportant, motivation decreases.

5. Lack of Group Cohesiveness

• Weak emotional bonding lowers contribution.

6. Perception of Inequity

• If a member feels overburdened, they may reduce effort.

Effects of Social Loafing

• Decreased group productivity
• Inefficient performance
• Poor decision-making
• Increased conflict
• Loss of group morale
• Disrupted coordination

Ways to Reduce Social Loafing

1. Identifying Individual Contributions

• Assign specific tasks; make each member accountable.

2. Increasing Group Cohesiveness

• Encourage bonding, trust, and mutual respect.

3. Setting Clear Goals

• Well-defined objectives increase responsibility.

4. Making Tasks Attractive

• Interesting tasks improve participation.

5. Ensuring Fair Distribution of Work

• Prevents feelings of overwork or exploitation.

6. Providing Feedback and Recognition

• Appreciation motivates members to put in effort.

7. Maintaining Small Groups

• Members are more visible and accountable.

8. OTHER IMPORTANT CONCEPTS (Brief Points)

Though not asked, adding short notes to strengthen understanding:

A. Conformity

• Adjusting behaviour to match group norms.

B. Compliance

• Changing behaviour in response to a direct request.

C. Obedience

• Following commands from an authority figure.

D. Social Facilitation

• Performance improves in presence of others for simple tasks.

E. Groupthink

• Faulty decision-making due to pressure for group harmony.

9. CONCLUSION

• Groups significantly influence individual behaviour through norms, roles, pressure, and shared identity.
• People join groups to satisfy psychological needs, achieve goals, gain support, and form identities.
• Groups vary in structure — primary or secondary, formal or informal, ingroup or outgroup — each shaping interactions differently.
• Group processes like cohesiveness, norms, communication, and social identity impact behaviour.
• Social loafing is a common problem in group tasks but can be reduced through task clarity, accountability, and motivation.
• Understanding group behaviour helps improve cooperation, reduce conflict, enhance productivity, and promote harmony in society.
• Overall, groups are essential to human life, influencing emotions, actions, and decisions in powerful ways.