Balancing Group and Individual Needs

Groups are often beset by contradictory needs, and unless a group balances its opposing needs, group communication can fail. The first dialectic is between the needs of the group as a whole and the needs of the individual members.

Group Socialization Processes

Richard Moreland and John Levine, two social psychologists who study group behavior, see group socialization as a kind of contest between the individual and the group. Throughout the life of their relationship, individuals try to in?fluence the group to meet their needs, whereas the group as a whole seeks to in?fluence individuals to do what is best for it.

Members have their own reasons for being part of a group. They join groups, at least in part, to receive individual rewards. Throughout their mem?bership, they repeatedly measure the extent to which they are receiving these re?wards. Moreland and Levine call this process evaluation. As a result of evalua?tion, the level of member satisfaction, or commitment, either stays the same, rises, or falls. In the first case, members determine that no change is necessary, and they simply maintain their relationship with the group. In the latter two cases, members decide that some kind of change, or role transition, is neces?sary, and they become either more or less engaged in the life of the group.

The evaluation process begins when a prospective member scouts out and evaluates prospective groups, committing himself or herself to the one that he or she evaluates most positively. If the group agrees to accept the person, he or she experiences the role transition from prospective member to new mem?ber. Often this transition is marked by an official ceremony and is followed by some kind of orientation. Over time, new members experience additional tran?sitions. If commitment rises, they become full members. If commitment falls, they become either marginal members or ex-members.

What factors cause a rise in commitment and therefore a deeper involve?ment in the life of the group? If a group has high status, if it can get things done, and if its social atmosphere is positive, members will feel group commitment. In addition, members become committed to groups that allow them to act in desired ways. One member may turn to a group to demonstrate leadership ability. An?other member may seek friendship or security. Only if the group gives members what they want will members continue the relationship.

At the same time that members try to influence the group, the group tries to influence members. Just as prospective members shop around for the best group available, so groups try to recruit the best members, admitting only those who meet entry criteria.

If you are at or beyond the sophomore level, you have achieved the status of a full member of your school. Of course, at any time, if your grades fall or if your conduct violates group standards, you may become a marginal member, and the group will make special efforts to resocialize you.

Throughout your membership within a group ceremonies mark your progress. This process happens not only in large organi?zations such as colleges but also in everyday small groups. Fraternities or sororities, work or friendship groups, and even families attempt to socialize members. In each case, member and group must reach agreement on what they are to receive from one another. Both must have realistic expectations, and both must be willing to meet some of the others? needs while maintaining their own standards.

Adapting to Group Pressures

How can members adapt most easily to group socialization and find a balance between individual and group needs? One way is to recognize that full member?ship comes only with time. At different stages in one?s relationship with a group, different behaviors are expected. Rookies can?t make the same demands on a team that veteran players can. A first lieutenant doesn?t have the same status as a general. And the brand-new, just-out-of-school management trainee doesn?t sit down at the head of the table and tell the third-line manager what to do.

Before a new member can be accepted, he or she must earn the right. Using an economic metaphor, Edwin Hollander created the concept of idiosyn?crasy credit to explain how groups regulate the behavior of inexperienced members. An idiosyncrasy credit is a kind of symbolic currency earned through conformity. By meeting group expectations, members build up a ?credit balance? that can later be traded in for innovative behavior. Group members who try to take over leadership too soon or who deviate from group consensus before they have earned enough credit are usually re?jected by more established members. Hollander?s research reinforces the idea that new members should proceed slowly, gradually increas?ing their participation once they have earned the group?s trust.

Another way to make a successful transition into a group is to recognize the written and unwritten norms that govern each level of membership. These norms may be explicit rules, written down and available to all, or they may be implicit norms that can only be picked up through imitation. Whether or not members decide to follow all of the group?s norms, they should be aware of what the norms are. This awareness takes careful and sensitive observation on the part of the member and clear messages on the part of the group.

Adapting to group life is usually easier with support from others. This support can come from more experienced members or from other new members. A full member who knows the ropes and who is willing to initiate a new member into the group culture is called a mentor. Mentors can help smooth role transitions for new members by instructing them how to fit in. Support is also essential for members who decide to resist group norms. By banding together with other newcomers, new members can sometimes successfully challenge old ways of doing things. Whereas a lone member usually cannot exert enough pressure to change a group, several new members sometimes can.

Successful role transition is a matter of negotiation and balance. Perhaps the most important thing to keep in mind is that members have a right to expect the group to meet some of their needs, just as the group has a right to expect members to contribute to its goals. Only by recognizing the legitimacy of both parties? goals can groups and individuals successfully work together.

Date: 2016-06-12; view: 90