1. Listening to Out-Group Members
Chapter 9:
Listening to Out-Group Members

2. Chapter Objectives
Discuss the importance of listening to out-group members.
Examine the membership of the out-group.
Review how out–groups form.
Discuss how a leader should manage out-groups.

3. Discussion Questions
Do leaders have a responsibility to listen to divergent viewpoints?
Are out-groups inevitable to group dynamics? Will some people always be “left out”?

4. Out-groups Explained
“Out-group” refers to those individuals in a group who do not feel a part of the larger group.
They may be in opposition or simply disinterested.
They may feel powerless, unaccepted, alienated, or even discriminated against.

5. Out-groups Explained Out-groups come in many forms:
Minorities who think their voice won’t be heard
People who feel their ideas are unappreciated
People who do not identify with the group
“Social loafers”—group members who are inclined to goof off or work below their capacity

6. How Do Out-Groups Form? Many reasons out-groups exist:
The Fundamentals of Leadership
How Do Out-Groups Form?
Many reasons out-groups exist:
People disagree with the social, political, or ethical position of majority—in opposition.
Some individuals cannot identify with beliefs, norms, or values & as a result do not embrace the dominant group’s reality (Social Identity Theory).
People feel excluded by the larger group. They do not know where they “fit in.”
People lack communication skills or social skills to relate to a larger group. 6

7. What Is the Impact of Out-Groups?
Out-groups have adverse effects on others:
Run counter to building community
Community brings people together and provides a place to express similar ideas, values, and opinions.
Out-group members detract from using all of the resources of the community to reach the groups goals.
Ex.: class project on Hurricane Katrina relief

8. What Is the Impact of Out-Groups?
Out-groups have adverse effects on others, cont’d.:
Have a negative impact on group synergy
Out-groups take energy away from the group rather than adding energy to the group.
Out-group members do not receive the respect they deserve from others
Central tenet of ethical leadership: treat others with respect.

9. Listening to Out-groups in Practice
Listen to out-group members.
Show empathy to out-group members.
Recognize the unique contributions of out-group members.
Help out-group members feel included.
Create a special relationship with out-group members.
Give out-group members a voice & empower them to act.

10. Listen to Out-Group Members
Strategy 1:
Listen to Out-Group Members
More than anything, out-group members want to be heard.
Listening requires that leaders set aside their own biases to allow out-group members to express their viewpoints freely.
When out-group members feel they have been heard, they feel confirmed and connected to the larger group.

11. Show Empathy to Out-Group Members
Strategy 2:
Show Empathy to Out-Group Members
Similar to listening, but more demanding
An effort to understand the feelings of out- group members
Leader must suspend his or her own feelings to “stand in the shoes” of out-group members
Techniques include restatement, paraphrasing, reflection, & giving support

12. Recognize Unique Contributions of Out-Group Members
Strategy 3:
Recognize Unique Contributions of Out-Group Members
Expectancy Theory: First step in motivation process is to let workers know they are competent in their work. Motivation builds when people know they are able to do the job.
It is common for out-group members to feel like others do not recognize their strengths.
Leaders should identify out-group members’ unique abilities & assets and integrate these into the group process.

13. Help Out-Group Members Feel Included
Strategy 4:
Help Out-Group Members Feel Included
Out-group members do not feel as if they belong & need to feel included (Schutz [1966] research on interpersonal need for inclusion)
Leaders include out-group members by:
Responding to their communication cues appropriately
Asking for the out-group member’s opinion
Bottom Line: Leaders needs to be sensitive to out-group members’ needs & try to respond to them in ways that help them feel part of the group.

14. Create a Special Relationship With
Strategy 5:
Create a Special Relationship With
Out-Group Members
Research Study on Out-Groups
Leader-Member Exchange (LMX) Theory (Graen & Uhl-Bien, 1995)
Leaders should create a special, high-quality relationship with each one of their followers.
This results in out-group members becoming a part of the group.

15. Create a Special Relationship With
Strategy 5:
Create a Special Relationship With
Out-Group Members
Special relationships are built on:
good communication
respect
trust
Relationships are often initiated when:
Leaders recognize out-group members who are willing to step out of their scripted roles & take on different responsibilities
Leaders challenge out-group members to become engaged and try new things

16. Give Out-Group Members a Voice & Empower Them to Act
Strategy 6:
Give Out-Group Members a Voice & Empower Them to Act
Give out-group members a voice:
Allow out-group members to be on equal footing with other members of group.
When out-group members have a voice:
they know their interests are being recognized
they have an impact

17. Give Out-Group Members a Voice & Empower Them to Act
Strategy 6:
Give Out-Group Members a Voice & Empower Them to Act
Empowering others to act:
Allowing out-group members to be:
more involved
independent
responsible for their actions
Requires giving up some control & allowing out-group members to have more control
Includes allowing them to participate in the workings of the group (e.g., planning and decision-making)

18. Discuss
Which of the six strategies have you used in the past? How effective were they?
Have you ever been part of an out-group where one of these strategies was used to include you? How effective was it?
Should we use different strategies for including out-group members, depending on the reason the out-group formed? Give a specific example.

19. Leadership Snapshot, Abraham Lincoln
A backwoods circuit lawyer from Illinois; was an unlikely choice to become the 16th President of the US.
Little formal education, but an avid reader.
Known for his storytelling ability and inspiriting sense of humor.
In 1860, won the Republican nomination for President.
Began his Presidency in a nation torn apart by the issue of slavery.

20. Leadership Snapshot, Abraham Lincoln
Made a bold leadership decision and selected four political arch rivals to be in his cabinet.
Lincoln was challenged by his cabinet on various occasions.
He had a remarkable ability to work with those with whom he disagreed.
Lincoln’s leadership was about bringing together a nation that was deeply divided.

21. Case Study: Next Step
This chapter discusses several reasons that out-groups form. What is the best explanation for why Ursula, Nichole, and Todd appear to be out-group members? What impact are they having on Next Step? Do they have legitimate concerns? Discuss.
How could the initial meeting about fundraising strategies have been conducted so that all members were included in the decision?

22. Case Study: Next Step
Of the six strategies for how leaders should respond to out-group members, do you think that certain strategies might be more appropriate or effective in this situation given the verbalized feelings about Next Step from the out-group members?
How could other members of the group besides James help to build the group identity and sense of cohesion in Next Step?
In this situation, do you think it is worth the time and effort to try to include Ursula, Nichole, and Todd? Defend your answer.

23. Summary
Out-group refers to people who do not sense they are part of a larger group.
Out-groups form for many reasons.
Their negative impact on groups can be substantial, affecting community and synergy.
Out-group members deserve respect but often don’t receive it from the in-group.
There are six main strategies for responding effectively to out-group members.