psychology wk 1
deefer
ogl520wk1.docxModule 1: Discussion Assignment directions
Instructions:
In each module, you will have the opportunity to participate in an online discussion forum.
This week, there are two questions up for discussion.
It might be helpful to copy-paste the discussion prompts into an offline document (Word, for example), compose your responses offline, and then return to copy-paste your responses here. (Please include each discussion prompt prior to your responses.)
With respect to your initial thread/ post responding to the prompts, like the Critical Thinking and Application Prompts, each discussion topic prompt is generally worthy of at least 250 words (2 - 3 well-written paragraphs) in response. Be sure to connect with (and informally cite in-text) any applicable readings / videos from the module's learning materials. Following this procedure in the discussion forum will help students who may be struggling with their graduate-level writing skills see the approaches that others are taking in response to these types of prompts.
With respect to your replies to others' posts (three per discussion topic), these can be more informal and are there just to help you all share important connections and build a sense of community.
Please post your initial response to the discussion topic question(s), and reply meaningfully to at least three of your fellow classmate's posts.
(You only need to create one thread for your initial post, responding to both prompts, in this case - you don't need a separate thread for each question.)
Discussion Prompt 1: Here are four sets of contrasting proverbs. The underlying ideas associated with each set will be explored in subsequent modules.
Consider each of the four pairs of proverbs below. Pick the one from each pair that you believe is generally true (and discuss why you believe that). Helpful Tip: Whenever you're asked for your opinion (as part of a graduate school assignment), you should also provide what you consider to be good evidence to support your opinion. In this case, the evidence you provide may come from what you have studied thus far in this course, or from some other source.
Birds of a feather flock together. Opposites attract.
While the cats away the mice will play. Absence makes the heart grow fonder.
Fight fire with fire. Turn the other cheek.
Let bygones be bygones. Revenge is a dish best served cold.
(Remember, pick one from each set of proverbs to support.)
Discussion Prompt 2: Thinking back on Module 1, with respect to building your leadership expertise, pick three concepts / theories / ideas from the module that you would consider the most powerful and useful, and (for each of the three) describe how the idea can be adapted into your own evolving leadership practice.
BELOW ARE EXAMPLES OF THE ASSIGNMENT THAT IS DUE. PLEASE LOOK THROUGH THESE AND DO THE ASSIGNMENT. IT MUST BE A TOTAL OF 800 WORDS. I DON’T HAVE THE BOOK, SO I CAN ONLY SEND YOU EXAMPLES OF THE ASSIGNMENT FROM OTHER STUDENTS.
EXAMPLES BELOW
Module 1: Discussion
Instructions:
In each module, you will have the opportunity to participate in an online discussion forum.
This week, there are two questions up for discussion.
It might be helpful to copy-paste the discussion prompts into an offline document (Word, for example), compose your responses offline, and then return to copy-paste your responses here. (Please include each discussion prompt prior to your responses.)
With respect to your initial thread/ post responding to the prompts, similar to the Critical Thinking and Application Prompts, each discussion topic prompt is generally worthy of at least 250 words (2 - 3 well-written paragraphs) in response. Be sure to connect with (and informally cite in-text) any applicable readings / videos from the module's learning materials. Following this procedure in the discussion forum will help students who may be struggling with their graduate-level writing skills see the approaches that others are taking in response to these types of prompts.
With respect to your replies to others' posts (three per discussion topic), these can be more informal and are there just to help you all share important connections and build a sense of community.
Please post your initial response to the discussion topic question(s), and reply meaningfully to at least three of your fellow classmate's posts.
(You only need to create one thread for your initial post, responding to both prompts, in this case - you don't need a separate thread for each question.)
Discussion Prompt 1: Here are four sets of contrasting proverbs. The underlying ideas associated with each set will be explored in subsequent modules.
Consider each of the four pairs of proverbs below. Pick the one from each pair that you believe is generally true (and discuss why you believe that). Helpful Tip: Whenever you're asked for your opinion (as part of a graduate school assignment), you should also provide what you consider to be good evidence to support your opinion. In this case, the evidence you provide may come from what you have studied thus far in this course, or from some other source.
Birds of a feather flock together. Opposites attract.
While the cats away the mice will play. Absence makes the heart grow fonder.
Fight fire with fire. Turn the other cheek.
Let bygones be bygones. Revenge is a dish best served cold.
(Remember, pick one from each set of proverbs to support.)
Discussion Prompt 2: Thinking back on Module 1, with respect to building your leadership expertise, pick three concepts / theories / ideas from the module that you would consider the most powerful and useful, and (for each of the three) describe how the idea can be adapted into your own evolving leadership practice.
Discussion Prompt 1
Birds of a feather flock together vs. Opposites attract
The saying "Birds of a feather flock together" is generally true. People are naturally drawn to those who share their values, interests, and beliefs, as these commonalities foster understanding and connection. Social identity theory supports this idea, emphasizing how individuals derive self-esteem and belonging from associating with groups that reflect their identity (Hogg, 2010). Shared traits create a sense of trust and predictability, which makes relationships smoother and more fulfilling. While the idea that "opposites attract" may seem romantic or exciting, research shows that lasting bonds often rely on common ground rather than contrast. Aronson (2021) also highlights how shared values and beliefs reduce interpersonal conflict and build stronger relationships over time.
While the cat’s away, the mice will play vs. Absence makes the heart grow fonder
The proverb "Absence makes the heart grow fonder" rings truer. When someone or something is not readily available, people tend to value it more. This aligns with Cialdini’s (2001) scarcity principle, which suggests that limited availability increases perceived value. Time apart often allows individuals to reflect on what they miss about a person or experience, strengthening their emotional attachment. The longing created by distance can intensify appreciation, a phenomenon supported by psychological studies on delayed gratification (Cialdini, 2001). This concept explains why many relationships thrive after periods of separation, as absence fosters reflection and reinforces emotional connections.
Fight fire with fire vs. Turn the other cheek
"Turn the other cheek" resonates more with me as a principle for conflict resolution. Retaliation often escalates problems, while responding with understanding and patience can de-escalate tensions. Aronson (2021) highlights how empathy and perspective-taking can promote cooperation, even in difficult situations. By choosing to de-escalate, we create space for dialogue and mutual understanding. From a leadership perspective, responding calmly and patiently rather than aggressively also helps foster trust and respect among team members (Hogg, 2010). While “fighting fire with fire” may feel satisfying at the moment, it rarely leads to long-term solutions.
Let bygones be bygones vs. Revenge is a dish best-served cold
I find "Let bygones be bygones" to be the healthier approach. Holding onto resentment often leads to stress and prevents emotional growth, while forgiveness promotes mental and physical well-being. As outlined by Aronson (2021), the negativity bias shows how humans naturally focus on negative events, but learning to forgive can counteract this tendency and improve relationships. Additionally, forgiveness fosters collaboration and trust, essential qualities in both personal and professional relationships. Choosing to let go of past wrongs allows individuals and groups to move forward constructively.
Discussion Prompt 2
Social Identity Theory
Social identity theory has significantly influenced how I approach team dynamics as a project manager in the construction industry. This theory emphasizes how individuals derive a sense of self-worth and belonging from their group memberships (Hogg, 2010). Fostering a strong sense of shared purpose is essential on a construction site, where teams often consist of individuals from diverse trades and backgrounds. For example, I work to create a unified team identity by emphasizing project goals, such as safety, quality, and timely delivery. Celebrating team milestones, such as meeting critical deadlines, reinforces this shared identity and motivates the crew to work collaboratively despite challenges.
Heuristics in Decision-Making
Cialdini’s (2001) exploration of heuristics resonates deeply with my role. In the fast-paced construction environment, decision-making often happens under tight time constraints, which makes heuristics a reliance on mental shortcuts an important consideration. For instance, I leverage social proof by sharing examples of other teams on similar projects successfullyimplementing specific safety protocols or innovative construction methods. This strategy not only builds trust but also reduces resistance to change. Additionally, I ensure that mycommunication is clear and aligned with the team’s natural decision-making tendencies, allowing for more efficient problem-solving on-site.
Compliance and Conformity
Kelman’s framework on compliance, identification, and internalization offers critical insights for managing diverse teams in construction (Hogg, 2010). While compliance may achieve short-term adherence to safety regulations or project guidelines, my goal is to foster internalization, where team members see the value of these practices as part of their professional identity. To achieve this, I regularly hold toolbox talks and encourage open dialogue about safety and quality standards. Involving team members in discussions and decision-making gives them a sense of ownership, leading to greater long-term commitment to the project’s success.
Integrating these leadership concepts into my daily practice allows me to navigate the complexities of managing construction projects effectively. Whether fostering a strong team identity, leveraging heuristics for decision-making, or promoting genuine commitment to project goals, these approaches help create an environment where collaboration and performance thrive.
References
Aronson, E., & Aronson, J. (2021). The Social Animal (12th ed.). Macmillan Learning.
Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Pearson Education.
Hogg, M. A. (2010). Influence and leadership. In S. T. Fiske, D. T. Gilbert, & G. Lindzey (Eds.), Handbook of social psychology (5th ed., pp. 1166–1207). Wiley.
Jan 23 3:01pm| Last reply Jan 23 3:59pm
Reply from Franki Leidel
Discussion Prompt 1:
Generally I believe Birds of a feather flock together is typically a more true statement. Reflecting on my own professional and personal relationships, I tend to gravitate towards people who have the same interests, work ethics, habits, etc. as I do. I find it easier to relate and build a relationship when there’s a larger common ground. Also, you are who you surround yourself with. In the workplace this can be seen through work ethics. Obedience can be dramatically strengthened or weakened by normative support for obedience or for disobedience respectively (Hogg, 2010, p.1173).
Absence makes the hear grow fonder over while the cats away the mile will play because I believe you don’t truly miss or understand certain things until it’s gone (permanently or temporarily). The contrast effect, an object that appears to be better or worse than it is, depending on the quality of the objects with which it is compared (Aronson, 2018, p.128), can be relevant with this proverb. It’s easy to think it would be easier or more beneficial to not do things that proper way management requires while they’re gone. That’s until you try and do the task in a short cut way and it ends up being incorrect or insufficient.
There are some instances where turn the other cheek can cause less commotion, but I believe more in fight fire with fire. There is a way you can fight fire with fire in a respectful way that allows you to stand your ground and fight back. I did have to learn this the hard way a time or two but I believe it’s important to not back down on matters that are important to you or that hold value. This proverb also doesn’t always have to be acted upon over a large issue. It can be as simple as using a firm tone with a coworker or makes a rude remark or comment.
I don’t believe revenge is best served cold so I resonate more with let bygones be bygones. This may seem contradictory to what I believe from the previous proverbs above but I do believe once issues are resolved, they are the best kept in the past. Revenge is best served cold falls into the negativity bias where we tend to focus more on potential threats than blessings (Aronson, 2018, p.80). If we are constantly focusing on how we will get revenge after a long period of time, how are we focusing on the blessings and opportunities of the future?
Discussion Prompt 2:
· Belonging – This social motive is the desire for stable, meaningful connections with others (Aronson, 2018, p. 60). I believe this concept is power and extremely useful because good solid relationships are beneficial in our personal lives but also in the work place. I’m not currently in a leadership role but one thing that makes my job easier with management and senior leaders is having a connection and sense of belonging in my work.
· A need to Matter – Aronson describes this as human beings have a strong motive to feel that they are worthy, have social status in their community, and have positive reputations (Aronson, 2018, p. 63). This can play hand in hand with the social motive above but it’s important to feel like the work you’re contributing matters and is beneficial to the scope.
· Group Size – This is the idea that group size can have an impact on decision making through the quality and influence. It is harder to go against the status quo when the group size is larger in a decision-making process. It’s important to recognize that people’s thoughts all matter even if it’s of the opposing side. There could be ideas that weren’t thought of by other people and if those are immediately shut down because the idea isn’t with the majority than that’s a missed opportunity.
References:
Aronson, E. (2018). The Social Animal (12th ed.). Worth Publishers, Macmillan Learning
Hogg, M. (2010). Influence and Leadership. Fiske, Susan T., et al. Handbook of Social Psychology, 5th edition, John Wiley, 2010
The proverb birds of a feather flock together can be supported directly through the text we read this week, The Social Animal in regard to our central social motives. Aronson states that of all of the social motives, belonging is the most important and that individuals are driven to fit in and have meaningful connections with others (Chapter 2, page 32). This is further supported in the discussion of biases and think more thoroughly about the instinct of individuals to literally flock together. I spoke of it in my personal discussion and will briefly touch on it here, that the comfortability in what is familiar often does create the bias of similar individuals grouping together, to tie it back into tribal thinking (The Social Animal, Chapter 2, Page 12).
I couldn’t not choose absence makes the heart grow fonder as the owner of a heart that feels that way and also gets overwhelmed when it doesn’t have space. I had to dive a little but not much further into The Social Animal, into the concept of cognitive dissonance which I knew would explain it perfectly. Aronson states it is, “a state of tension that occurs whenever an individual simultaneously holds two cognitions (ideas, attitudes, beliefs, opinions), that are psychologically inconsistent” (A Social Animal, Chapter 3, Page 60). If I love you so much why do I want you away from me and then back again so badly? Perhaps it is just my personal experience, but it explained my personal experience very well.
While many individuals are tempted to fight fire with fire in order to be effective leaders, we must turn the other cheek. Aronson speaks of the mind’s two thinking systems, the automatic and the controlled. The automatic system is that system that is involuntary and unconscious, but the controlled processing is the explicit effort that is made and is slower (The Social Animal, Chapter 2, Page 25). When thinking of turning your cheek you are using your controlled processing and making a conscious choice to make a decision to not be reactionary to an individual or to a situation. You are using a higher level of thinking.
The same automatic vs controlled processing could be used to support my evaluation when looking at the proverbs let bygone be bygones and revenge is a dish best served cold. When using a controlled processing you and making an explicit effort to slow down and make a decision, which would allow you to have the control to stop and make the choice not to react to an individual and let it go. I would also like to touch on self-esteem. As individuals a lot of our self-esteem is derived from our relationships with others and Aronson discusses this briefly on two occurrences in regard to social media and valedictorians being surrounded by other valedictorians and the impact of self-esteem (A Social Animal, Chapter 2, Page 19, 43). I think individuals are very motivated to maintain their relationships and let things go because of the benefits of interpersonal relationships such as self-esteem.
References:
Aronson, J., & Aronson, E. (2018). The social animal. Worth.
Prompt 2:
When evaluating how I would like to build my leadership expertise, the transactional leadership theory discussed in Influence and Leadership whereby individuals are simply motivated to accomplish tasks by having set expectations and receiving rewards (Influence and Leadership, Chapter 31, Page 1192). This resonates with me personally because it largely is applied behavior analysis which is what I do for a living. We often utilize these skills for the children that we work with and forget that the individuals working also need reinforcement for their accomplishments especially given how difficult the job can be some days. I could easily come up with systems such as ticket systems, monthly awards, and do staff preference assessments to see what they would like to work for.
Trust was a model and value that was discussed in both Influence and Leadership as well as The Social Animal. In Influence and Leadership, it discusses Trust and the Group Value Model. It goes thoroughly into how members are more likely to trust leaders if they treat their team members fairly and with respect and that this can create a sense of justice (Influence and Leadership, Chapter 31, Page 1196). The Social Animal discusses trust as a central social motive and how we cannot survive without trusting other people (The Social Animal, Chapter 2, Page 35). When thinking of myself as a leader and developing trust with individuals I think a large component of building trust is providing other individuals with power so that the trust is mutual but also being strong and leading by example while remaining calm. You trust individuals that exhibit the qualities that you value.
I lastly would like to touch on us-them thinking but primarily in the sense to caution myself as an individual that has seen the risks and the deficits of a mindset when individuals allow differences to splinter teams that could be tremendously strong. When Aronson speaks of tribal thinking, he discusses the ingroup and the outgroup and gives strong examples of how quickly our brains will separate individuals (The Social Animal, Chapter 2, Page 30). In my own leadership it is vital within my workplace that I continue to place focus on opportunities for individuals to intersperse and utilize and experience the skillsets of other individuals and not just fall into their comfort zones.
References:
Aronson, J., & Aronson, E. (2018). The social animal. Worth.
Hogg, Michael (2010). Influence and Leadership. Fiske, Susan T., et al. Handbook of Social Psychology, 5th edition, John Wiley, 2010
Jan 22 10:17pm
Reply from Giselle Brabante
Discussion Prompt 1:
Of the two idioms from the first set, “Birds of a feather flock together”, proves to be true according to Chapter 2 of The Social Animal. Aronson (2018) describes the Us-Them Thinking of Tribal Minds as humans instinctively categorizing others as a part of “us” or “them”. Naturally, people with similar interests, backgrounds, or mind-set tend to group together. I feel that this phrase is actively demonstrated in real life more often than “opposites attract”.
It was difficult for me to choose from the second set. While I do believe that “While the cats away the mice will play” holds true; having personally experienced “Absence makes the heart grow fonder”, I am inclined to select this statement. Being a military spouse and growing up in a military family, I experienced distance from my loved ones quite often. Whenever I am reunited with a loved one, it makes me appreciate both the individual and the time I have with them.
“Turn the other cheek” and “Let bygones be bygones” hold similar meanings and are truer from my personal experience. Both are essentially “forgiving” or “letting go”. Depending on the situation, I’m more inclined to forgive because of the energy it requires to not. This is likely due to the judgement heuristics that Cialdini (2008) describes. Cialdini (2008) describes judgement heuristics as “shortcuts”. We’ll use these mental shortcuts when we don’t have the time or energy for deliberate thinking. Other situations, ones that require more thought, I’ll take the time to analyze the situation and base my judgement from there. Cialdini (2008) also refers to this method as controlled responding.
Discussion Prompt 2:
Growth Mindset (Aronson, 2018)
One of the ideas briefly touched on in Chapter 2 of The Social Animal was the Growth Mindset. The Growth Mindset was defined as “...the belief in the human ability to grow and the commitment to self-improvement.” (Aronson, 2018). This idea was described by Carol Dweck, an author of Mindset: The new psychology of success. Dweck goes on to explain that we can “learn to see other people as sources of inspiration and knowledge rather than as opportunities to feel inadequate”. (Aronson, 2018). Though touched on briefly, this stood out to me the most from this reading. When thinking of how I want to be as a leader, I want to adapt this mindset because an effective leader, to me, is constantly learning and improving.
Transformational Leadership (Hogg, 2010)
This concept should be the standard for most leaders. Hogg states that the 3 main components of transformational leadership are individualized consideration, intellectual stimulation, and charismatic/inspiring leadership. (Hogg, 2010). Most of my leaders, in my experience, have exhibited all of these components. This theory is useful for how I want to develop my leadership because it takes the team’s needs into consideration, while also challenging them to improve personally and professionally.
Controlled Responding (Cialdini, 2008)
Ciladini defines controlled responding as having a thorough analysis of all information before giving a response. (Cialdini, 2008). This should also be a standard for leaders. As a leader, I wouldn’t want to make decisions in the heat of a moment because my team would then lack trust and faith in me and my decision-making. If my team doesn’t trust me or my decision-making skills, then that affects morale, performance, etc.
Sources
Aronson, E. (2018). The Social Animal (12th ed.). Worth Publishers, Macmillan Learning
Cialdini, R. B. (2008). Influence: Science and Practice (5th ed.). Allyn and Bacon.
Hogg, Michael (2010). Influence and Leadership. Fiske, Susan T., et al. Handbook of Social Psychology, 5th edition, John Wiley, 2010
VM
Jan 22 7:50pm| Last reply Jan 23 2:13pm
Reply from Victor Marrero
Discussion Prompt 1:
Birds of a feather flock together.
It is embedded in our DNA to have tribalistic tendencies when a part of a “group”. In this week’s reading, I found two excerpts to support my claim that birds of a feather flock together. “Tajfel’s research revealed that once we divide people into groups, our minds automatically lead us to exaggerate the differences between us and them, rather than similarities” (Aroson, 2018, p.30). Unfortunately, this pattern of behavior may lead to unnecessary confrontations and may ultimately separate us from the organization’s vision and goals. According to Anthropologist Robin Dunbar, “There is a strong relationship between the size of an animal group and the size of the neocortex” (Aroson, 2018, p.19). Based on the reading, even in the digital age, homo sapiens typically hover around 150 people who they can have profound relationships with. As a leader in my organization, I often find this tribal mentality hindering to our mission success. If the ideologies are in direct conflict with the ethos of the organization, I concluded that I must address the issue and educate my peers but also understand that this behavior is ancient and a part of the human story.
Absence makes the heart grow fonder.
Baumeister’s the need to belong: Desire for interpersonal attachments as a fundamental human motivation describes belonging as “…our desire for stable, meaningful connections with others”. When I moved to Japan at the age of 18, I was culturally lost. I left my home in haste to get away from the very people I ended up missing. I was completely illiterate and did not speak the language. I remember the first few months being hard because I missed my home, friends, family, and my identity was shaken while being forced to adapt to this foreign culture. I believe I was suffering from acute anxiety and depression due to separation from my “tribe” back home as noted in our readings (Aronson,2018,p.33). It was not until I met some people with shared views that I started to heal. Even though I still missed my family and friends back home, I started to open myself up to new experiences and make new friends who helped me assimilate to the Japanese culture.
Fight fire with fire.
Cialdini writes that there are several shortcuts we utilize daily when making our daily judgments. This thought process is termed judgmental heuristics, an example would be, “If an expert said so, it must be true” (Cialdini, 2009,p.7). If an expert told a person, “The best way to combat a fire would be utilizing fire”, most recipients will show tendencies to believe the expert. The term “experts say…” has been tossed around lately over several social media platforms to convince the masses to buy into their ideology. Ultimately, it is my opinion that we should trust the experts but also have an open mind when receiving information.
Let bygones be bygones.
Aronson wrote that “Rejection is among the most painful experiences for human beings” and “…many adults remember experiences of rejection in childhood much more vividly than physical punishment” ( Aronson,2018,p.29). If the two individuals who were arguing have a meaningful relationship, letting bygones be bygones may be the best approach depending on the severity of the situation. The possibility of being rejected from the “tribe” far outweighs the argument itself.
Discussion Prompt 2:
“Because” Cianaldi
Cialnaldi mentions an experiment from social psychologist Ellen Langer that people tend to respond positively when given the reason for their action. Cialnaldi wrote, “A well-known principle of human behavior says that when we ask someone to do us a favor, we will be more successful if we provide a reason. People simply like to have reasons for what they do”(bastradi & Shafir,2000) (Cialdini, 2009.p.4) Based on the readings from Influence, I believe this can be a valuable tool when disseminating tasks to the team. If the project manager or team lead gives clear guidance and an explanation of "why” we chose this particular option, the team may ultimately meet your expectations. With that being said, when given the opportunity to task my team with future projects, I will make it a point to emphasize the “why”.
“Tribal Minds” Aronson and Henri Tajfel
As a Leader, I believe it is important to build your team to follow the organization's vision and mission statement. Trying to mold your workplace into a team can be difficult, but not impossible. Ultimately, “group thinking” is more common than you think, you just need to find common ideologies amongst the group. Aronson wrote, “Evolution has shaped our minds to be tribal, exquisitely tuned to categorizing other individuals as part of us or part of them” (Aronson, 2018,p.29). Building a team involves the people of the organization believing in the core principles of the company. If used correctly, this social identity theory can be used to forge a strong team that believes in the ethos of the company, consequently translating to better productivity.
"The Foot-in-the-Door Technique” Michael Hogg
Michael Hogg highlights several tactics, including the foot-in-the-door technique. This technique exploits the human tendency to rejection. Hogg wrote “One strategy is to get one foot in the door by making a small request that no one could reasonably decline, and then follow up with a more substantial request” (Hogg (2010, p. 11). An example that can be applied in leadership can be: Initial Request. - implementing a meeting every other week for 15 minutes to discuss project updates. Subsequent Request. -Increase the meeting to once a week for 30 minutes based on the positive feedback from the shorter meetings. The larger request will more likely be accepted after the initial agreement.
Sources:
Aronson, E. (2018). The Social Animal (12th ed.). Macmillan Higher Education.
Cialdini, R. B. (2008). Influence: Science and Practice (5th ed.). Allyn and Bacon.
Hogg, Michael (2010). Influence and Leadership. Fiske, Susan T., et al. Handbook of Social Psychology, 5th edition, John Wiley, 2010
Jan 22 6:09pm| Last reply Jan 23 4:05pm
Reply from Heidi Schaaf
Prompt One
While reflecting on prompt one, I thought a lot about not only how I would answer these questions as a personal individual, but how I would answer them as a professional. The first proverb choice was not that hard of an answer for me, being that there are a lot of similar personalities in the type of work that I do, and on my team. This is not to say that we are all the same, but generally everyone on our team works toward the same goal of getting students involved and connected on campus. That being said, between the choices “birds of a feather flock together” and “opposites attract,” I would agree more with “birds of a feather flock together.” I see this in everyday work, when students choose a student organization where they find people who are “like them” and make connections to not only an activity, but others they have something in common with. Thinking more about this, I reflected on the idea of social motives mentioned in chapter two of The Social Animal, by Elliot Aronson. This was one area of which I saw the work that I do represented in the readings. I thought a lot about the part of chapter two that talks about central social motives and more specifically, belonging. The part of the text that stuck out to me the most was when Aronson says “rejected, isolated students tend to do worse on tests, eat more junk food, and behave more aggressively than do students who feel part of a group,” and that people “desire for stable, meaningful connections with others.” (Aronson, 2018). This is exactly the nature of the work that I do, getting students connected to one another and hopefully avoiding the rejection feeling described above. That being said, it is easy for me to want to connect birds of the same feather, helping them flock together.
While moving to the next proverb, I resonated more with the idea of “while the cats away the mice will play,” versus “absence makes the heart grow fonder.” For me, I thought a lot about the work my team does while I am in office, versus being out of office. When I am in office, as their authority figure, they seem to be more productive and likely to get things done. When thinking about this, I made a brief connection to our course content this week, thinking about Stanley Milgram’s experiment. I thought about the dynamic and pressure of having a powerful, authority figure in the room with you, pushing you to continue until you have met the goal you are working toward. Whether it be the situation in Milgram’s experiment, or it be me sitting in the work space of my team members, there is more pressure to perform and continue to follow the order when a powerful authority figure is present. When looking at other research similar to this realm, I found an interesting article by Ryan Smith called R ace, Gender, and Authority in the Workplace: Theory and Research. Within this article, Smith goes into many more details than what will be discussed in my post, but one idea he had caught my attention. Smith states “the important difference between power and authority consists in the fact that whereas power is essentially tied to the personality of individuals, authority is always associated with social positions or roles…” (Smith, 2002). This got me thinking more about the influence that power has on individuals versus the influence authority has, and how they work together, especially in how I see this proverb reflected.
“Fight fire with fire” or “turn the other cheek.” These are common phrases that I use on my team, working with college students, helping them see the value of giving the people they interact with on our team and across other departments more chances. This being said, I resonate more with the proverb “turn the other cheek.” You can commonly hear “friends, we are going to turn the other cheek, and not fight fire with fire,” when we are dealing with a situation that might not be going the original way that was planned. One example of this is the relationship my team has with another team on campus, and how they have learned to have flexibility and adaptability when it comes to the level of support they have in our events. This made me think of and consider the importance of not letting groupthink become an issue on our team. Hank Green explained groupthink in the Crash Course video we watched this week. This made me consider the perspective and feeling of frustration my team get when something is not done for them, but they don't consider other perspectives of what the other team is actively doing to contribute. I then thought about how much influence experiences with my team leaders can have on those who support the events we are running, if the leads are vocalizing they are frustrated, it is just a matter of time before the event specialists start adapting those similar opinions and ideas, creating more frustration with more people.
This additionally leads me into the last proverbs we were asked to examine “let bygones be bygones” and “revenge is a dish best served cold.” If I were going to choose one of these, I would choose to adapt “let bygones be bygones.” I work in the world of higher education, where folks generally are able to make mistakes and try again. As a professional, I reiterate to my team and colleagues that we are all human and make mistakes time and time again, though we learn from each experience. Though I am sure other work environments also allow for mistakes to be made, I feel as though higher education is an environment that welcomes mistakes and challenges growth.
Prompt Two
Three Concepts that I would consider to be the most powerful and useful practices that can be added into my own evolving leadership practice are: considering the evolution of the human brain and how that reflects into problem solving today, focusing on belonging and the additional central social motives of humans, and looking more closely at how us versus them thinking connects to being in an in group or out group.
To say more about each of these I reflected on chapter two of The Social Animal, by Elliot Aronson. When considering the evolution of the human brain, there was a specific example that we read about, making me think about how I could use this in my leadership roles. Aronson says “a lesson here is that if you want to sell a product, get children interested in mathematics or history, or motivate your best friend to get help for that drinking problem, tell them a story about a person– or get them to tell one.” (Aronson, 2018). After reading this, I thought about how I give advice and motivate my student staff team and colleagues daily when we are trying to accomplish tasks and do our work most effectively. If while working I make a challenge or task more relatable, there could be in return more motivation to solve the problem.
Focusing on the central social motives of humans and how that relates to the importance of belonging is also essential to consider as I grow as a leader. This is the premise that my whole job is centered around, creating a sense of belonging for students as they come to college and grow in a completely different place, starting to learn completely different things than they had before. Thinking about this from the social psychological perspective will undoubtedly be helpful to me in my role as I continue to learn about what motivates folks to get and stay involved.
Finally, the last powerful and useful idea that I will be considering in my leadership role will be looking closely at othering folks that may or may not fit within our in groups or out groups. Aronson says “for hunter-gatherers, it paid to be vigilant for differences between members of their own tribe, who might be competitors, and for outsiders, who would likely be attackers.” (Aronson, 2018). This made me think about the othering that can happen between students I work with on campus when it comes to politics. Aronson goes on to talk about politics and the divide between two political parties, democrats and republicans. As someone who works with students to get them involved in civic engagement, this has been a significant issue as the political landscape of our country has become more divided. I am excited to keep these things in mind as I continue to learn and develop as a leader myself, and work with students who are also developing these skills.
Citations
Aronson, E. (2018). The Social Animal (12th ed.). Worth Publishers, Macmillan Learning.
CrashCourse. (2014, November 11).
Social Influence: Crash Course Psychology #38 [Video]. YouTube.
https://www.youtube.com/watch?v=UGxGDdQnC1YLinks to an external site.
Smith, R. A. (2002). Race, Gender, and Authority in the Workplace: Theory and Research. Annual Review of Sociology, 28, 509–542. http://www.jstor.org/stable/3069251Links to an external site.
