leadership - march 19 fws

7/30/2019 Leadership - March 19 FWS

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Leadership

COMM 151

March 19, 2013

Christopher Miners


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Agenda

Review of Group Dynamics and Teams

The Power of Leadership: The MilgramExperiments


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Announcements


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Review of Group DynamicsImportant concepts

Basking in reflected glory

Feelings about the self are influenced by groupaffiliation

In-group favouritism

Tendency to view your own group and its members

positively and other groups and their membersnegatively

Out-group homogeneity

The tendency to perceive members of

other groups as very similar to each other


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Review of Group DynamicsImportant concepts (cntd)

Conformity

Surprisingly high Reduced by the presence of an ally

Social loafing

Slacking off when working with others

Stereotype threat

Individuals perform more poorly on a task when arelevant negative stereotype is salient


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Agenda

Review of Group Dynamics and Teams

The Power of Leadership: The MilgramExperiments


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The Milgram Experiments

Psychologist Stanley Milgram


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The Milgram Experiments Procedure

Study on memory and learning

Other participant is a 47 year-old man

Random drawing gives you the role ofteacher, and the man is the learner

Milgram, S. (1974). Obedience to authority: An experimental

view. New York: Harper & Row.


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The teacher helps the learner rememberword pairs

Blue Box

Nice Day

The teacher is required to administer a shock

to the learner when he makes mistakesbecause the study is designed to explore theeffects of punishment on learning

Participants were free to leave anytime


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Shock generator: 15-450 voltsLabels range from Slight Shock to Danger:Severe Shock to XXX


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The Milgram Experiments 120: Ugh! Hey, thisreally hurts.

150: Ugh!! Experimenter! Thats all. Get me out of

here. I told you I had heart trouble. My heartsstarting to bother me now. Get me out of here,please

210: Ugh!!! Experimenter! Getme out of here. Ive

had enough. Iwont

be in the experiment any more. 270: (Agonized scream) Let me out of here! (x6)

285: (Agonized scream)


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The Milgram Experiments 300: (Agonized scream) I absolutely refuse to answer

any more. Get me out of here. You cant hold me here

315: (Intensely agonized scream) I told you I refuse toanswer. Im no longer part of this experiment.

330: (Intense and prolonged agonized scream) Let meout of here (x2). My hearts bothering me (hysterically)Let me out of here (x2). You have no right to hold me

here. Let me out (x6)! After 330: (Silence, refuses to answer word-pair

questions)


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Let me out of here!

The experiment requires that

you continue.


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The Milgram ExperimentsExperimenters schedule of comments

Please continue or Please go on

The experiment requires that you continue

It is absolutely essential that you continue

You have no other choice, you mustgo on


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Predictions

Experts thought only 1-3% of participantswould keep going to the end (onlypsychopaths)

Experts thought that they themselves would

never obey


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Results 62.5% of participants obeyed until the end

Men and women obeyed to the sameextent Similar results across cultures 100% of participants obeyed up to a 100

volt shock (i.e., Intense) Do not worry Modern Ethics Boards would

never allow this sort of study to beconducted!


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The Milgram ExperimentsI observed a mature and initially poisedbusinessman enter the laboratory smiling and

confident. Within 20 minutes, he was reducedto a twitching, stuttering wreck, who wasrapidly approaching a point of nervouscollapse and yet he continued to respond toevery word of the experimenter, and obeyed

until the end.- Stanley Milgram, 1963


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The Milgram ExperimentsWith numbing regularity good people were seen toknuckle under the demands of authority and performactions that were callous and severe. Men who are in

everyday life responsible and decent were seduced by the uncritical acceptance of the experimenter'sdefinition of the situation, into performing harsh acts. A substantial proportion of people do what they aretold to do, irrespective of the content of the act and

without limitations of conscience, so long as theyperceive that the command comes from a legitimateauthority.

- Stanley Milgram, 1965


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The Milgram Experiments 62.5% reached 450 volts in the initial study

20% reached 450 volts when the

experimenter was replaced by anotherteacher

10% reached 450 volts when two otherteachers refused to continue

2% reached 450 volts when they couldchoose the level of shock


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Organizational lessons

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To Influence To Avoid Being Influenced

Use titles Be wary of people who insist onusing titles

Dress the part Focus on substance above style

Drive the part A V12 engine sounds nice butevidence and logic are preferable


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Organizational lessons

The defenses listed on the previous slide can

be summarized by the following advice When you are confronted with an authority

figure, ask yourself two questions:

1. Is this authority truly an expert?2. How honest can I expect this expert to

be?

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March 21 Preview:Leadership (cntd)

Who becomes a leader?

What do leaders do?

Transactional leadership v. transformationalleadership

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See you on Thursday!

leadership - march 19 fws

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