Question 1

According to the "mere contact" strategy; based on the principle that greater contact among members of different groups increases cooperation between members; for contact to be effective and reduce prejudices,all of the following need to be in place EXCEPT:

Accepted Answer

Within group friendships are not necessary for the "mere contact" strategy to be effective in reducing prejudices. However, social and institutional support, acquaintance potential, and equal status are crucial factors for the strategy to work.

Question 2

________ teams concentrate on their internal processes and simply inform others what they are doing.They often have little outside contact,instead this type of team makes decision about how to serve its customers from within and lets others outside the team know what they are doing after they have already made decisions.

Accepted Answer

The answer of ________ teams concentrate on their internal processes...

Question 3

Most people underestimate their status in groups and team members who seek to enhance their status within the group are rewarded because they bring energy to the group's process and as a consequence,are well-liked by the group.

Accepted Answer

Seeking to enhance status can sometimes lead to negative perceptions, as it may be seen as self-serving or disruptive, rather than contributing positively to the group's dynamics.

Question 4

When groups use apology in the face of intergroup conflict,which is the least likely result of that apology?

Accepted Answer

Apologies in intergroup conflicts often lead to increased trust of the out-group, as they signal recognition of wrongdoing and a willingness to improve relations. This contrasts with options A, B, and D, which are more likely to be reduced through a sincere apology.

Question 5

People typically prefer groups composed of 10-12 members and rarely choose to team with groups of less than two to three members.

Accepted Answer

Research on group dynamics suggests that people often prefer smaller groups for effective communication and decision-making, typically ranging from 3 to 7 members. Groups larger than this can lead to decreased participation and satisfaction.

Question 6

The negative relationship between group faultlines and performance can be reversed or minimized when groups in the organization are aligned with respect to their:

Accepted Answer

When groups in the organization are aligned with a results orientation, it means that they have a shared focus on achieving their goals and objectives. This can offset the negative impact of group faultlines, which can lead to conflicts and reduced performance when members have different perspectives and goals. Therefore, minimizing faultlines through shared results orientation can enhance group effectiveness and productivity. Choices A, B, and D are not directly related to overcoming the negative effects of group faultlines.

Question 7

The process of exchange,termed "perspective taking," is one in which an in-group member puts themselves in an out-group member's place.The effects of perspective taking are not always positive on in-group member's views of out-group members and depend on the extent to which a person identifies with their in-group.Therefore,which of the following scenarios would be most likely to lead in-group members to respond more negatively toward out-group members?

Accepted Answer

Exposure to the positive characteristics of an exclusive sub-group within the out-group can create feelings of envy or resentment, leading to negative views towards the out-group as a whole. This effect is particularly strong when in-group members have a strong sense of identity and a desire for social status.

Question 8

Team members tend to forgive serious transgression/mistakes by in-group leaders but not by other fellow team members or by the leaders of out-groups.

Accepted Answer

This phenomenon is known as the "leader-forgiveness bias" and is supported by research in social psychology. It suggests that individuals are more lenient towards the transgressions of their in-group leaders as compared to in-group members or out-group leaders. This bias can have implications for the dynamics and functioning of teams and organizations.

Question 9

In organizations,high-status groups are perceived to possess agency; whereas low-status groups are perceived to lack agentic characteristics.To make up for their lack of status,which of the following actions are low-status,but highly respected groups likely to do?

Accepted Answer

Low-status groups are likely to engage in compensatory favoritism to gain social power in the organization. This refers to showing preferential treatment to members of their own group or ingroup, in order to enhance the group's reputation and status. By doing so, they may increase their influence and gain respect from other group members and even high-status groups. The other options may not provide an effective way for low-status groups to enhance their image or gain status within the organization.

Question 10

People consider two types of cues when assessing status and forming their expectations of team members; real status and pseudostatus.An example of real status is ________; an example of pseudostatus is ________.

Accepted Answer

Real status is based on relevant, task-related characteristics such as experience with a task, while pseudostatus is based on characteristics that are not directly related to the task, such as gender.

Question 11

Members of teams that highly identify with their group,but are part of disadvantaged groups,want to talk about commonalities between groups,whereas highly identified members of advantaged groups generally prefer to talk about power.

Accepted Answer

Research on intergroup relations suggests that members of disadvantaged groups who highly identify with their group are more likely to emphasize differences and inequalities between groups, seeking to address and rectify power imbalances. In contrast, highly identified members of advantaged groups might prefer to emphasize commonalities to maintain the status quo and reduce perceptions of intergroup conflict.

Question 12

When people believe that they provide less value to the group,they often prefer a lower status rank.

Accepted Answer

This phenomenon is known as "social comparison theory," which suggests that individuals compare themselves to others in order to evaluate their own abilities and determine their self-worth. If individuals perceive themselves as providing less value to the group and feel inferior to others, they may prefer a lower status rank to avoid the potential negative evaluation and social comparison.

Question 13

Prototypical members of groups feel secure about their membership in the group,whereas peripheral representative have a less certain position.Because peripheral representatives are uncertain,they are more likely to do all of the following EXCEPT:

Accepted Answer

Peripheral representatives, due to their uncertain position in a group, are more likely to be attentive, recall more information, and exhibit greater sensitivity to emotional expressions as they seek to secure their position within the group. However, giving credit for an idea to another peripheral member does not directly relate to their efforts to improve their standing or security within the group.

Question 14

A team that has a large representational gap has:

Accepted Answer

A large representational gap means that team members have inconsistent views and mental models about the definitions of the team's problem or task. This creates confusion and can hinder progress towards successfully completing the task.

Quiz 10: Subgroups and Multi-Teams