Chapter 6 Charles Pavitt Conformity & Deviance Chapter 6 Charles Pavitt

Overview Preliminary Distinctions CONFORMITY DEVIANCE Conclusions Conformity & Deviance Defined Structural Perspective Norms CONFORMITY Rationale Relevant Theories (Social Comparison, Cognitive Dissonance, Reactance, Compliance vs. Private Acceptance DEVIANCE Valence – good vs. bad deviance Group Pressure Polarization – pressure toward conformity Internal group pressure Dependence upon deviant member Functional Perspective Conclusions Negative Valence Errors Minority Influence Distinctions between Minority and Majority Influence

Preliminary Distinctions Conformist vs. Deviant Negative Connotations; Unfair Generalizations Conformity – choosing an action that a majority favors or that is socially acceptable. Deviance – choosing an action that is not socially acceptable or that a majority does not favor. Neither conformity nor deviance is intrinsically good or bad. Distinguish ACTION from REASON.

BAD vs. GOOD Conformity Compliance (Undesirable Conformity) conformity in BEHAVIOR alone (usually bad) Private Acceptance (desirable conformity) conformity in beliefs as well as behaviors (usually good)

The Structural Perspective Expectations of how behaviors “will be” in groups turn into evaluations of how those behaviors “should be.” The evaluations are GROUP NORMS. Norms are socially accepted behaviors in groups.

NORMS All norms are NOT created equal. Degree of Formality Degree of Permissible Deviation Degree of Application Can apply to group members in different ways. Can apply to either OR BOTH group behaviors as well as outcomes

CONFORMTIY: Why Conform? “Accepted Behaviors” Pragmatic Reasons (to make decisions) Motivational Reasons (acceptance, enjoyment, personal goals) GROUP PERSUASION or “PRESSURE”

Theories of CONFORMTIY Social Comparison Theory People want to evaluate their beliefs, periodically, against standards in order to judge themselves. Beliefs about Abilities Opinions Link between a need to evaluate oneself and a tendency to change oneself is not clear. Cognitive Dissonance Theory People are not so much influenced by a need to be correct as they are influenced by a need to be consistent. Two behaviors are dissonant if one of them implies the opposite of the other: I like my group, I disagree with my group, I should agree with groups I like. Feelings of Personal Responsibility (CRITICAL COMPONENT OF Cognitive Dissonance) Reactance Theory People need to feel as if they have freedom to control their behavior Extreme pressure from a group can backfire and lead to increased deviance!

Compliance vs. Private Acceptance Social comparison, dissonance, reactance Impress a group member Group pressure Lone dissenter faces unified majority Private Acceptance Accept belief of majority opinion Individual blame for compliance > privately accept group’s opinion Only standard is “social reality.” > Group norms

DEVIANCE: Why Deviate? People Deviate so that the group can make good decisions (Devil’s Advocate) Deviance creates Conflict Constructive – carefully weigh the strengths and weaknesses of proposals. Destructive – occurs when members do not have the best interest of the group in mind. Power Struggles Personality Disputes Process Disagreements (policy decisions- what to do)

GOOD vs. BAD Deviance Innovation - individual accepts group goal but rejects means for reaching it Ritualism – individual rejects group goal but accepts means for reaching it (“going through the motions”) Retreatism - reject both group goals and means (drop out entirely) Rebellion – reject both group goals and means (substitute new, personal goals, as well as the means to reach them)

Group Pressure Unmistakable constraints to conform Persuasive force is predictable in its amount and type Amount of Communication (pressure) due to two factors: Internal Pressure (cohesion, task importance) Dependence of Group on Deviant Member Relevance vs. Cohesion (Schachter)

The Functional Perspective Rebellious or retreating deviants can play useful roles in groups (positive function) Groups tend to induce, sustain, and permit deviant behaviors Functions to help groups maintain a healthy emotional climate (TARGET, solidify NORMS, COMPARISON, COHESION) Groups resist trends toward the alienation of deviant members

General CONCLUSIONS Negative evaluation of conformity and deviance is a MISTAKE. Good AND Bad Types of conformity and deviance (with exceptions) Privately accept option that has not been properly evaluated by a group (GROUPTHINK) Emergencies require compliance “Controlled Rebellion”

MINORITY INFLUENCE Minority viewpoints can successfully exert persuasive forces upon the majority Minority gives consistent responses Reasonable judgments in ambiguous situations (consistency and confidence in accuracy of conclusions) Differences between Minority and Majority Influence Group majorities tend to have a greater influence on members than group minorities (leads to compliance) Minority influence occurs (leads to private acceptance; time consuming) If a group is to make high-quality decisions, it must: encourage the expression of minority opinions and examine the value of alternative viewpoints

Summary Preliminary Distinctions CONFORMITY DEVIANCE Conclusions Conformity & Deviance Defined Structural Perspective Norms CONFORMITY Rationale Relevant Theories (Social Comparison, Cognitive Dissonance, Reactance, Compliance vs. Private Acceptance DEVIANCE Valence – good vs. bad deviance Group Pressure Polarization – pressure toward conformity Internal group pressure Dependence upon deviant member Functional Perspective Conclusions Negative Valence Errors Minority Influence Distinctions between Minority and Majority Influence