Chapter 4 Groups and Organizations

Primary and Secondary Groups

A common distinction is made between primary groups and secondary groups. A primary groupA group that is usually small, that is characterized by extensive interaction and strong emotional ties, and that lasts over time. is usually small, characterized by extensive interaction and strong emotional ties, and endures over time. Members of such groups care a lot about each other and identify strongly with the group. Indeed, their membership in a primary group gives them much of their social identity. Charles Horton Cooley, whose looking-glass-self concept was discussed in the previous chapter, called these groups primary, because they are the first groups we belong to and because they are so important for social life. The family is the primary group that comes most readily to mind, but small peer friendship groups, whether they are your high school friends, an urban street gang, or middle-aged adults who get together regularly, are also primary groups.

Although a primary group is usually small, somewhat larger groups can also act much like primary groups. Here athletic teams, fraternities, and sororities come to mind. Although these groups are larger than the typical family or small circle of friends, the emotional bonds their members form are often quite intense. In some workplaces, coworkers can get to know each other very well and become a friendship group in which the members discuss personal concerns and interact outside the workplace. To the extent this happens, small groups of coworkers can become primary groups (Elsesser & Peplau, 2006; Marks, 1994).Elsesser, K., & Peplau L. A. (2006). The glass partition: Obstacles to cross-sex friendships at work. Human Relations, 59, 1077–1100; Marks, S. R. (1994). Intimacy in the public realm: The case of co-workers. Social Forces, 72, 843–858.

Our primary groups play significant roles in so much that we do. Survey evidence bears this out for the family. Figure 4.2 "Percentage of Americans Who Say Their Family Is Very Important, Quite Important, Not Too Important, or Not at All Important in Their Lives" shows that an overwhelming majority of Americans say their family is “very important” in their lives. Would you say the same for your family?

Figure 4.2 Percentage of Americans Who Say Their Family Is Very Important, Quite Important, Not Too Important, or Not at All Important in Their Lives

Source: Data from World Values Survey, 2002.

Ideally, our primary groups give us emotional warmth and comfort in good times and bad and provide us an identity and a strong sense of loyalty and belonging. Our primary group memberships are thus important for such things as our happiness and mental health. Much research, for example, shows rates of suicide and emotional problems are lower among people involved with social support networks such as their families and friends than among people who are pretty much alone (Maimon & Kuhl, 2008).Maimon, D., & Kuhl, D. C. (2008). Social control and youth suicidality: Situating Durkheim’s ideas in a multilevel framework. American Sociological Review, 73, 921–943. However, our primary group relationships may also not be ideal, and, if they are negative ones, they may cause us much mental and emotional distress, as women victimized by domestic violence will attest. In fact, the family as a primary group is the source of much physical and sexual violence committed against women and children (Gosselin, 2010)Gosselin, D. K. (2010). Heavy hands: An introduction to the crimes of family violence. Upper Saddle River, NJ: Prentice Hall. (see Chapter 11 "The Family").

Figure 4.3

A secondary group is larger and more impersonal than a primary group and may exist for a relatively short time to achieve a specific purpose. The students in any one of your college courses constitute a secondary group.

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Although primary groups are the most important ones in our lives, we belong to many more secondary groupsA group that is larger and more impersonal than a primary group and that exists to achieve a specific purpose., which are groups that are larger and more impersonal and exist, often for a relatively short time, to achieve a specific purpose. Secondary group members feel less emotionally attached to each other than do primary group members and do not identify as much with their group nor feel as loyal to it. This does not mean secondary groups are unimportant, as society could not exist without them, but they still do not provide the potential emotional benefits for their members that primary groups ideally do. The sociology class for which you are reading this book is an example of a secondary group, as are the clubs and organizations on your campus to which you might belong. Other secondary groups include religious, business, governmental, and civic organizations. In some of these groups, members get to know each other better than in other secondary groups, but their emotional ties and intensity of interaction remain much weaker than in primary groups.

Reference Groups

Primary and secondary groups can act both as our reference groupsA group that sets a standard for guiding our own behavior and attitudes. or as groups that set a standard for guiding our own behavior and attitudes. The family we belong to obviously affects our actions and views, as, for example, there were probably times during your adolescence when you decided not to do certain things with your friends to avoid disappointing or upsetting your parents. On the other hand, your friends regularly acted during your adolescence as a reference group, and you probably dressed the way they did or did things with them, even against your parents’ wishes, precisely because they were your reference group. Some of our reference groups are groups to which we do not belong but to which we nonetheless want to belong. A small child, for example, may dream of becoming an astronaut and dress like one and play like one. Some high school students may not belong to the “cool” clique in school but may still dress like the members of this clique, either in hopes of being accepted as a member or simply because they admire the dress and style of its members.

Samuel Stouffer and colleagues (Stouffer et al., 1949)Stouffer, S., et al. (1949). The American soldier: Adjustment during army life. Princeton, NJ: Princeton University Press. demonstrated the importance of reference groups in a well-known study of American soldiers during World War II. This study sought to determine why some soldiers were more likely than others to have low morale. Surprisingly, Stouffer found that the actual, “objective” nature of their living conditions affected their morale less than whether they felt other soldiers were better or worse off than they were. Even if their own living conditions were fairly good, they were likely to have low morale if they thought other soldiers were doing better. Another factor affecting their morale was whether they thought they had a good chance of being promoted. Soldiers in units with high promotion rates were, paradoxically, more pessimistic about their own chances of promotion than soldiers in units with low promotion rates. Evidently the former soldiers were dismayed by seeing so many other men in their unit getting promoted and felt worse off as a result. In each case, Stouffer concluded, the soldiers’ views were shaped by their perceptions of what was happening in their reference group of other soldiers. They felt deprived relative to the experiences of the members of their reference group and adjusted their views accordingly. The concept of relative deprivation captures this process.

In-Groups and Out-Groups

Members of primary and some secondary groups feel loyal to those groups and take pride in belonging to them. We call such groups in-groupsA group to which members feel particularly loyal and take great pride in belonging.. Fraternities, sororities, sports teams, and juvenile gangs are examples of in-groups. Members of an in-group often end up competing with members of another group for various kinds of rewards. This other group is called an out-groupA group with which an in-group feels it is competing for various kinds of rewards and compared to which the in-group feels superior.. The competition between in-groups and out-groups is often friendly, as among members of intramural teams during the academic year when they vie in athletic events. Sometimes, however, in-group members look down their noses at out-group members and even act very hostilely toward them. Rival fraternity members at several campuses have been known to get into fights and trash each other’s houses. More seriously, street gangs attack each other, and hate groups such as skinheads and the Ku Klux Klan have committed violence against people of color, Jews, and other individuals they consider members of out-groups. As these examples make clear, in-group membership can promote very negative attitudes toward the out-groups with which the in-groups feel they are competing. These attitudes are especially likely to develop in times of rising unemployment and other types of economic distress, as in-group members are apt to blame out-group members for their economic problems (Olzak, 1992).Olzak, S. (1992). The dynamics of ethnic competition and conflict. Stanford, CA: Stanford University Press.

Networks

These days in the job world we often hear of “networking,” or taking advantage of your connections with people who have connections to other people who can help you land a job. You do not necessarily know these “other people” who ultimately can help you, but you do know the people who know them. Your ties to the other people are weak or nonexistent, but your involvement in this network may nonetheless help you find a job.

Modern life is increasingly characterized by such networksThe totality of relationships that link us to other people and groups and through them to still other people and groups., or the totality of relationships that link us to other people and groups and through them to still other people and groups. Some of these relationships involve strong bonds, while other relationships involve weak bonds (Granovetter, 1983).Granovetter, M. (1983). The strength of weak ties: A network theory revisited. Sociological Theory, 1, 201–233. Facebook and other Web sites have made possible networks of a size unimaginable just a decade ago. Networks are important for many things, including getting advice, borrowing small amounts of money, and finding a job. When you need advice or want to borrow $5 or $10, whom do you turn to? The answer is undoubtedly certain members of your networks—your friends, family, and so forth.

The indirect links you have to people through your networks can help you find a job or even receive better medical care. For example, if you come down with a serious condition such as cancer, you would probably first talk with your primary care physician, who would refer you to one or more specialists whom you do not know and who have no connections to you through other people you know. That is, they are not part of your network. Because the specialists do not know you and do not know anyone else who knows you, they are likely to treat you very professionally, which means, for better or worse, impersonally.

Figure 4.4

A network is the totality of relationships that link us to other people and groups and through them to still other people and groups. Our involvement in certain networks can bring certain advantages, including better medical care if one’s network includes a physician or two.

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Now suppose you have some nearby friends or relatives who are physicians. Because of their connections with other nearby physicians, they can recommend certain specialists to you and perhaps even get you an earlier appointment than your primary physician could. Because these specialists realize you know physicians they know, they may treat you more personally than otherwise. In the long run, you may well get better medical care from your network through the physicians you know. People lucky enough to have such connections may thus be better off medically than people who do not.

But let’s look at this last sentence. What kinds of people have such connections? What kinds of people have friends or relatives who are physicians? All other things being equal, if you had two people standing before you, one employed as a vice president in a large corporation and the other working part-time at a fast-food restaurant, which person do you think would be more likely to know a physician or two personally? Your answer is probably the corporate vice president. The point is that factors such as our social class and occupational status, our race and ethnicity, and our gender affect how likely we are to be involved in networks that can help us get jobs, good medical care, and other advantages. As just one example, a study of three working-class neighborhoods in New York City—one white, one African American, and one Latino—found that white youths were more involved through their parents and peers in job referral networks than youths in the other two neighborhoods and thus were better able to find jobs, even if they had been arrested for delinquency (Sullivan, 1989).Sullivan, M. (1989). Getting paid: Youth crime and work in the inner city. Ithaca, NY: Cornell University Press. This study suggests that even if we look at people of different races and ethnicities in roughly the same social class, whites have an advantage over people of color in the employment world.

Gender also matters in the employment world. In many businesses, there still exists an “old boys’ network,” in which male executives with job openings hear about male applicants from male colleagues and friends. Male employees already on the job tend to spend more social time with their male bosses than do their female counterparts. These related processes make it more difficult for females than for males to be hired and promoted (Barreto, Ryan, & Schmitt, 2009).Barreto, M., Ryan, M. K., & Schmitt, M. T. (Eds.). (2009). The glass ceiling in the 21st century: Understanding barriers to gender equality. Washington, DC: American Psychologial Association. To counter these effects and to help support each other, some women form networks where they meet, talk about mutual problems, and discuss ways of dealing with these problems. An example of such a network is The Links, Inc., a community service group of 12,000 professional African American women whose name underscores the importance of networking (http://www.linksinc.org/index.shtml). Its members participate in 270 chapters in 42 states, Washington, DC, and the Bahamas. Every 2 years, more than 2,000 Links members convene for a national assembly at which they network, discuss the problems they face as professional women of color, and consider fund-raising strategies for the causes they support.

The Importance of Group Size

The distinction made earlier between small primary groups and larger secondary groups reflects the importance of group size for the functioning of a group, the nature of its members’ attachments, and the group’s stability. If you have ever taken a very small class, say fewer than 15 students, you probably noticed that the class atmosphere differed markedly from that of a large lecture class you may have been in. In the small class, you got to know the professor better, and the students in the room got to know each other better. Attendance in the small class was probably more regular than in the large lecture class.

Over the years, sociologists and other scholars have studied the effects of group size on group dynamics. One of the first to do so was German sociologist Georg Simmel (1858–1918), who discussed the effects of groups of different sizes. The smallest group, of course, is the two-person group, or dyadA two-person group., such as a married couple or two people engaged to be married or at least dating steadily. In this smallest of groups, Simmel noted, relationships can be very intense emotionally (as you might know from personal experience) but also very unstable and short lived: if one person ends the relationship, the dyad ends as well.

Figure 4.5

The smallest group is the two-person group, or dyad. Dyad relationships can be very intense emotionally but also unstable and short lived. Why is this so?

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A triadA three-person group., or three-person group, involves relationships that are still fairly intense, but it is also more stable than a dyad. A major reason for this, said Simmel, is that if two people in a triad have a dispute, the third member can help them reach some compromise that will satisfy all the triad members. The downside of a triad is that two of its members may become very close and increasingly disregard the third member. As one example, some overcrowded college dorms are forced to house students in triples, or three to a room. In such a situation, suppose that two of the roommates are night owls and like to stay up very late, while the third wants lights out by 11:00 p.m. If majority rules, as well it might, the third roommate will feel very dissatisfied and may decide to try to find other roommates.

As groups become larger, the intensity of their interaction and bonding decreases, but their stability increases. The major reason for this is the sheer number of relationships that can exist in a larger group. For example, in a dyad only one relationship exists, that between the two members of the dyad. In a triad (say composed of members A, B, and C), three relationships exist: A-B, A-C, and B-C. In a four-person group, the number of relationships rises to six: A-B, A-C, A-D, B-C, B-D, and C-D. In a five-person group, 10 relationships exist, and in a six-person group, 15 exist (see Table 4.1 "Number of Two-Person Relationships in Groups of Different Sizes"). As the number of possible relationships rises, the amount of time a group member can spend with any other group member must decline, and with this decline comes less intense interaction and weaker emotional bonds. But as group size increases, the group also becomes more stable because it is large enough to survive any one member’s departure from the group. When you graduate from your college or university, any clubs, organizations, or sports teams to which you belong will continue despite your exit, no matter how important you were to the group, as the remaining members of the group and new recruits will carry on in your absence.

Group Leadership and Decision Making

Most groups have leaders. In the family, of course, the parents are the leaders, as much as their children sometimes might not like that. Even some close friendship groups have a leader or two who emerge over time. Virtually all secondary groups have leaders. These groups often have a charter, operations manual, or similar document that stipulates how leaders are appointed or elected and what their duties are.

Sociologists commonly distinguish two types of leaders, instrumental and expressive. An instrumental leaderA leader whose main focus is to achieve group goals and accomplish group tasks. is a leader whose main focus is to achieve group goals and accomplish group tasks. Often instrumental leaders try to carry out their role even if they alienate other members of the group. The second type is the expressive leaderA leader whose main focus is to maintain and improve the quality of relationships among group members and more generally to ensure group harmony., whose main focus is to maintain and improve the quality of relationships among group members and more generally to ensure group harmony. Some groups may have both types of leaders.

Related to the leader types is leadership style. Three such styles are commonly distinguished. The first, authoritarian leadershipLeadership with a primary focus on achieving group goals and on rigorous compliance with group rules., involves a primary focus on achieving group goals and on rigorous compliance with group rules and penalties for noncompliance. Authoritarian leaders typically make decisions on their own and tell other group members what to do and how to do it. The second style, democratic leadershipLeadership that involves extensive consultation with group members on decisions., involves extensive consultation with group members on decisions and less emphasis on rule compliance. Democratic leaders still make the final decision but do so only after carefully considering what other group members have said, and usually their decision will agree with the views of a majority of the members. The final style is laissez-faire leadershipLeadership that allows a group to function on its own.. Here the leader more or less sits back and lets the group function on its own and really exerts no leadership role.

When a decision must be reached, laissez-faire leadership is less effective than the other two in helping a group get things done. Whether authoritarian or democratic leadership is better for a group depends on the group’s priorities. If the group values task accomplishment more than anything else, including how well group members get along and how much they like their leader, then authoritarian leadership is preferable to democratic leadership, as it is better able to achieve group goals quickly and efficiently. But if group members place their highest priority on their satisfaction with decisions and decision making in the group, then they would want to have a lot of input in decisions. In this case, democratic leadership is preferable to authoritarian leadership.

Some small groups shun leadership and instead try to operate by consensus. In this model of decision making popularized by Quakers (Brown, 2009),Brown, T. S. (2009). When friends attend to business. Philadelphia, PA: Philadelphia Yearly Meeting. Retrieved from http://www.pym.org/pm/comments-8784.php no decision is made unless all group members agree with it. If even one member disagrees, the group keeps discussing the issue until it reaches a compromise that satisfies everyone. If the person disagreeing does not feel very strongly about the issue or does not wish to prolong the discussion, she or he may agree to “stand aside” and let the group make the decision despite the lack of total consensus. But if this person refuses to stand aside, no decision may be possible.

A major advantage of the consensus style of decision making is psychic. Because everyone has a chance to voice an opinion about a potential decision and no decisions are reached unless everyone agrees with them, group members will ordinarily feel good about the eventual decision and also about being in the group. The major disadvantage has to do with time and efficiency. When groups operate by consensus, their discussions may become long and tedious, as no voting is allowed and discussion must continue until everyone is satisfied with the outcome. This means the group may well be unable to make decisions quickly and efficiently.

Figure 4.6

Some small groups operate by consensus instead of having a leader guiding or mandating their decision making. This model of decision making was popularized by the Society of Friends (Quakers).

Source: Photo courtesy of Guy Noir, http://flickr.com/photos/16698255@N00/25305949.

One final issue in leadership has to do with gender differences in leadership styles. Although the evidence indicates that women and men are equally capable of being good leaders, their leadership styles do tend to differ. Women are more likely to be democratic leaders, while men are more likely to be authoritarian leaders (Eagly & Carli, 2007).Eagly, A. H., & Carli, L. L. (2007). Through the labyrinth: The truth about how women become leaders. Boston, MA: Harvard Business School Press. Because of this difference, women leaders sometimes have trouble securing respect from their subordinates and are criticized for being too soft. Yet if they respond with a more masculine, or authoritarian, style, they may be charged with acting too much like a man and be criticized in ways a man would not be.

Groups, Roles, and Conformity

We have seen in this and previous chapters that groups are essential for social life, in large part because they play an important part in the socialization process and provide emotional and other support for their members. As sociologists have emphasized since the origins of the discipline during the 19th century, the influence of groups on individuals is essential for social stability. This influence operates through many mechanisms, including the roles that group members are expected to play. Secondary groups such as business organizations are also fundamental to complex industrial societies such as our own.

Social stability results because groups induce their members to conform to the norms, values, and attitudes of the groups themselves and of the larger society to which they belong. As the chapter-opening news story about teenage vandalism reminds us, however, conformity to the group, or peer pressure, has a downside if it means that people might adopt group norms, attitudes, or values that are bad for some reason to hold and may even result in harm to others. Conformity is thus a double-edged sword. Unfortunately, bad conformity happens all too often, as several social-psychological experiments, to which we now turn, remind us.

Solomon Asch and Perceptions of Line Lengths

Several decades ago Solomon Asch (1958)Asch, S. E. (1958). Effects of group pressure upon the modification and distortion of judgments. In E. E. Maccoby, T. M. Newcomb, & E. L. Hartley (Eds.), Readings in social psychology. New York, NY: Holt, Rinehart and Winston. conducted one of the first of these experiments. Consider the pair of cards in Figure 4.7 "Examples of Cards Used in Asch’s Experiment". One of the lines (A, B, or C) on the right card is identical in length to the single line in the left card. Which is it? If your vision is up to par, you undoubtedly answered Line B. Asch showed several students pairs of cards similar to the pair in Figure 4.7 "Examples of Cards Used in Asch’s Experiment" to confirm that it was very clear which of the three lines was the same length as the single line.

Figure 4.7 Examples of Cards Used in Asch’s Experiment

Next, he had students meet in groups of at least six members and told them he was testing their visual ability. One by one he asked each member of the group to identify which of the three lines was the same length as the single line. One by one each student gave a wrong answer. Finally, the last student had to answer, and about one-third of the time the final student in each group also gave the wrong answer that everyone else was giving.

Unknown to these final students, all the other students were confederates or accomplices, to use some experimental jargon, as Asch had told them to give a wrong answer on purpose. The final student in each group was thus a naive subject, and Asch’s purpose was to see how often the naive subjects in all the groups would give the wrong answer that everyone else was giving, even though it was very clear it was a wrong answer.

After each group ended its deliberations, Asch asked the naive subjects who gave the wrong answers why they did so. Some replied that they knew the answer was wrong but they did not want to look different from the other people in the group, even though they were strangers before the experiment began. But other naive subjects said they had begun to doubt their own visual perception: they decided that if everyone else was giving a different answer, then somehow they were seeing the cards incorrectly.

Asch’s experiment indicated that groups induce conformity for at least two reasons. First, members feel pressured to conform so as not to alienate other members. Second, members may decide their own perceptions or views are wrong because they see other group members perceiving things differently and begin to doubt their own perceptive abilities. For either or both reasons, then, groups can, for better or worse, affect our judgments and our actions.

The Third Wave

In 1969, concern about the Holocaust prompted Ron Jones, a high school teacher from Palo Alto, California, to conduct a real-life experiment that reinforced Milgram’s findings by creating a Nazi-like environment in the school in just a few short days (Jones, 1979).Jones, R. (1979). The third wave: A classroom experiment in fascism. In J. J. Bonsignore, E. Karsh, P. d’Errico, R. M. Pipkin, S. Arons, & J. Rifkin (Eds.), Before the law: An introduction to the legal process (pp. 503–511). Dallas, TX: Houghton Mifflin. He began by telling his sophomore history class about the importance of discipline and self-control. He had his students sit at attention and repeatedly stand up and sit down in quiet unison and saw their pride as they accomplished this task efficiently. All of a sudden everyone in the class seemed to be paying rapt attention to what was going on.

The next day, Jones began his class by talking about the importance of community and of being a member of a team or a cause. He had his class say over and over, “Strength through discipline, strength through community.” Then he showed them a new class salute, made by bringing the right hand near the right shoulder in a curled position. He called it the Third Wave salute, because a hand in this position resembled a wave about to topple over. Jones then told the students they had to salute each other outside the classroom, which they did so during the next few days. As word of what was happening in Jones’s class spread, students from other classes asked if they could come into his classroom.

On the third day of the experiment, Jones gave membership cards to every student in his class, which had now gained several new members. He told them they had to turn in the name of any student who was disobeying the class’s rules. He then talked to them about the importance of action and hard work, both of which enhanced discipline and community. Jones told his students to recruit new members and to prevent any student who was not a Third Wave member from entering the classroom. During the rest of the day, students came to him with reports of other students not saluting the right way or of some students criticizing the experiment. Meanwhile, more than 200 students had joined the Third Wave.

Figure 4.8

The Third Wave experiment was designed to have high school students in Palo Alto, California, understand how the Nazi Holocaust could have happened. The experiment illustrated that normal group processes that make social life possible can also lead people to conform to objectionable standards.

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On the fourth day of the experiment, more than 80 students squeezed into Jones’s classroom. Jones informed them that the Third Wave was in fact a new political movement in the United States that would bring discipline, order, and pride to the country and that his students were among the first in the movement. The next day, Jones said, the Third Wave’s national leader, whose identity was still not public, would be announcing a grand plan for action on national television at noon.

At noon the next day, more than 200 students crowded into the school auditorium to see the television speech. When Jones gave them the Third Wave salute, they saluted back. They chanted, “Strength through discipline, strength through community,” over and over, and then sat in silent anticipation as Jones turned on a large television in front of the auditorium. The television remained blank. Suddenly Jones turned on a movie projector and showed scenes from a Nazi rally and the Nazi death camps. As the crowd in the auditorium reacted with shocked silence, the teacher told them there was no Third Wave movement and that almost overnight they had developed a Nazi-like society by allowing their regard for discipline, community, and action to warp their better judgment. Many students in the auditorium sobbed as they heard his words.

The Third Wave experiment once again indicates that the normal group processes that make social life possible also can lead people to conform to standards—in this case fascism—that most of us would reject. It also helps us understand further how the Holocaust could have happened. As Jones (1979, pp. 509–10)Jones, R. (1979). The third wave: A classroom experiment in fascism. In J. J. Bonsignore, E. Karsh, P. d’Errico, R. M. Pipkin, S. Arons, & J. Rifkin (Eds.), Before the law: An introduction to the legal process (pp. 503–511). Dallas, TX: Houghton Mifflin. told his students in the auditorium, “You thought that you were the elect. That you were better than those outside this room. You bargained your freedom for the comfort of discipline and superiority. You chose to accept the group’s will and the big lie over your own conviction.…Yes, we would all have made good Germans.”

Groupthink

Figure 4.9

Groupthink may prompt people to conform with the judgments or behavior of a group because they do not want to appear different. Because of pressures to reach a quick verdict, jurors may go along with the majority opinion even if they believe otherwise. Have you ever been in a situation where groupthink occurred?

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As these examples suggest, sometimes people go along with the desires and views of a group against their better judgments, either because they do not want to appear different or because they have come to believe that the group’s course of action may be the best one after all. Psychologist Irving Janis (1972)Janis, I. L. (1972). Victims of groupthink. Boston, MA: Houghton Mifflin. called this process groupthinkThe tendency of group members to remain silent and, against their better judgments, to go along with the desires and views of other group members. and noted it has often affected national and foreign policy decisions in the United States and elsewhere. Group members often quickly agree on some course of action without thinking completely of alternatives. A well-known example here is the decision by President John F. Kennedy and his advisers in 1961 to take part in the invasion of the Bay of Pigs in Cuba. Although several advisers thought the plan ill advised, they kept quiet, and the invasion was an embarrassing failure (Hart, Stern, & Sundelius, 1997).Hart, P. T., Stern E. K., & Sundelius B., (Eds.). (1997). Beyond groupthink: Political group dynamics and foreign policy-making. Ann Arbor, MI: University of Michigan Press. After most Americans decided that the decision to invade Iraq in 2003 was misguided, many commentators said that the decision resulted from “collective groupthink” and regretted that they themselves had succumbed to it (Weisberg, 2008).Weisberg, J. (2008, March 21). How did I get Iraq wrong? I believed the groupthink and contributed to it. Slate. Retrieved from http://www.slate.com/id/2187105

Groupthink is also seen in jury decision making. Because of the pressures to reach a verdict quickly, some jurors may go along with a verdict even if they believe otherwise. In juries and other small groups, groupthink is less likely to occur if at least one person expresses a dissenting view. Once that happens, other dissenters feel more comfortable voicing their own objections (Gastil, 2009).Gastil, J. (2009). The group in society. Thousand Oaks, CA: Sage.

Key Takeaways

• Leadership in groups and organizations involves instrumental and expressive leaders and several styles of leadership.
• Several social-psychological experiments illustrate how groups can influence the attitudes, behavior, and perceptions of their members. The Milgram and Zimbardo experiments showed that group processes can produce injurious behavior.

For Your Review

1. Think of any two groups to which you now belong or to which you previously belonged. Now think of the leader(s) of each group. Were these leaders more instrumental or more expressive? Provide evidence to support your answer.
2. Have you ever been in a group where you or another member was pressured to behave in a way that you considered improper? Explain what finally happened.

Types of Formal Organizations

Sociologist Amitai Etzioni (1975)Etzioni, A. (1975). A comparative analysis of complex organizations. New York, NY: Free Press. developed a popular typology of organizations based on how they induce people to join them and keep them as members once they do join. His three types are utilitarian, normative, and coercive organizations.

Utilitarian organizationsOrganizations that people join to provide them an income or some other personal benefit. (also called remunerative organizations) provide an income or some other personal benefit. Business organizations, ranging from large corporations to small Mom-and-Pop grocery stores, are familiar examples of utilitarian organizations. Colleges and universities are utilitarian organizations not only for the people who work at them but also for their students, who certainly see education and a diploma as important tangible benefits they can gain from higher education.

In contrast, normative organizationsFormal organizations that people join to pursue their moral goals and commitment. (also called voluntary organizationsNormative organizations. or voluntary associations) allow people to pursue their moral goals and commitments. Their members do not get paid and instead contribute their time or money because they like or admire what the organization does. The many examples of normative organizations include churches and synagogues, Boy and Girl Scouts, the Kiwanis Club and other civic groups, and groups with political objectives, such as the National Council of La Raza, the largest advocacy organization for Latino civil rights. Alexis de Tocqueville (1835/1994)Tocqueville, A. (1994). Democracy in America. New York, NY: Knopf. (Original work published 1835) observed some 175 years ago that the United States was a nation of joiners, and contemporary research finds that Americans indeed rank above average among democratic nations in membership in voluntary associations (Curtis, Baer, & Grabb, 2001).Curtis, J. E., Baer, D. E., & Grabb, E. G. (2001). Nations of joiners: Explaining voluntary association membership in democratic societies. American Sociological Review, 66, 783–805.

Some people end up in organizations involuntarily because they have violated the law or been judged to be mentally ill. Prisons and state mental institutions are examples of such coercive organizationsFormal organizations that people enter involuntarily., which, as total institutions (see Chapter 3 "Socialization and Social Interaction"), seek to control all phases of their members’ lives. Our chances of ending up in coercive organizations depend on various aspects of our social backgrounds. For prisons one of these aspects is geographical. Figure 4.10 "Census Regions and Imprisonment Rates, 2009 (Number of Inmates per 100,000 Residents)" examines the distribution of imprisonment in the United States and shows the imprisonment rate (number of inmates per 100,000 residents) for each of the four major census regions. This rate tends to be highest in the South and in the West. Do you think this pattern exists because crime rates are highest in these regions or instead because these regions are more likely than other parts of the United States to send convicted criminals to prisons?

Figure 4.10 Census Regions and Imprisonment Rates, 2009 (Number of Inmates per 100,000 Residents)

Source: Data from West, H. C. (2010). Prison inmates at midyear 2009—statistical tables. Washington, DC: Bureau of Justice Statistics, U.S. Department of Justice.

Bureaucracies: The Good, the Bad, and the Ugly

As discussed earlier, Max Weber emphasized that modern societies increasingly depend on formal organizations to accomplish key tasks. He particularly had in mind bureaucraciesA formal organization with certain organizational features designed to achieve goals in the most efficient way possible., or formal organizations with certain organizational features designed to achieve goals in the most efficient way possible. He said that the ideal type of bureaucracy is characterized by several features that together maximize the efficiency and effectiveness of organizational decision making and goal accomplishment:

Figure 4.11

Max Weber emphasized bureaucracies as a feature of modern life. Key aspects of bureaucracies include specialization, hierarchy, written rules and regulations, impartiality and impersonality, and record keeping.

© Thinkstock

1. Specialization. By specialization Weber meant a division of labor in which specific people have certain tasks—and only those tasks—to do. Presumably they are most skilled at these tasks and less skilled at others. With such specialization, the people who are best suited to do various tasks are the ones who work on them, maximizing the ability of the organization to have these tasks accomplished.
2. Hierarchy. Equality does not exist in a bureaucracy. Instead its structure resembles a pyramid, with a few positions at the top and many more lower down. The chain of command runs from the top to the bottom, with the persons occupying the positions at the top supervising those below them. The higher you are in the hierarchy, the fewer people to whom you have to report. Weber thought a hierarchical structure maximizes efficiency because it reduces decision-making time and puts the authority to make the most important decisions in the hands of the people at the top of the pyramid who presumably are the best qualified to make them.
3. Written rules and regulations. For an organization to work efficiently, everyone must know what to do and when to do it. This means their actions must be predictable. To ensure predictability, their roles and the organization’s operating procedures must be written in a manual or handbook, with everyone in the organization expected to be familiar with its rules. Much of the communication among members of bureaucracies is written in the form of memos and e-mail rather than being verbal. This written communication leaves a paper trail so that accountability for individual behavior can later be determined.
4. Impartiality and impersonality. The head of a small, nonbureaucratic organization might prefer to hire people she or he knows and promote them on the same basis. Weber thought that impartiality in hiring, promotion, and firing would be much better for a large organization, as it guarantees people will advance through a firm based on their skills and knowledge, not on whom they know. Clients should also be treated impersonally, as an organization in the long run would be less effective if it gave favorable treatment to clients based on whom they know or on their nice personalities. As Weber recognized, the danger is that employees and clients alike become treated like numbers or cogs in a machine, with their individual needs and circumstances ignored in the name of organizational efficiency.
5. Record keeping. As you probably know from personal experience, bureaucracies keep all kinds of records, especially in today’s computer age. A small enterprise, say a Mom-and-Pop store, might keep track of its merchandise and the bills its customers owe with some notes scribbled here and there, even in the information technology age, but a large organization must have much more extensive record keeping to keep track of everything.

Michels’s Iron Law of Oligarchy

Several decades ago Robert Michels (1876–1936), a German activist and scholar, published his famous iron law of oligarchyRobert Michels’s prediction that large organizations inevitably develop an oligarchy, or the undemocratic rule of many people by just a few people, because their leaders monopolize knowledge and act to advance their own positions., by which he meant that large organizations inevitably develop an oligarchy, or the undemocratic rule of many people by just a few people (Michels, 1911/1949).Michels, R. (1949). Political parties. Glencoe, IL: Free Press. (Original work published 1911) He said this happens as leaders increasingly monopolize knowledge because they have more access than do other organizational members to information and technology. They begin to think they are better suited than other people to lead their organizations, and they also do their best to stay in their positions of power, which they find very appealing. This latter goal becomes more important than helping the organization achieve its objectives and than serving the interests of the workers further down the organizational pyramid. Drawing on our earlier discussion of group size, it is also true that as an organization becomes larger, it becomes very difficult to continue to involve all group members in decision making, which almost inevitably becomes monopolized by the relatively few people at the top of the organization. Michels thought oligarchization happens not only in bureaucracies but also in a society’s political structures and said that the inevitable tendency to oligarchy threatens democracy by concentrating political decision-making power in the hands of a few. As his use of the term iron law suggests, Michels thought the development of oligarchies was inevitable, and he was very pessimistic about democracy’s future.

Has our society as a whole lost some of its democracy in the ways Michels predicted? Some evidence supports his prediction. For example, many large organizations, including corporations, labor unions, political parties, and colleges and universities, do resemble the types of oligarchies over which Michels despaired. In most of these, decision making is indeed concentrated in the hands of a few, who often do work, at least according to their critics, for their own interests as least as much as they do for the interests of the organization and its members. On the other hand, organizational and political leaders do not work always for themselves and often have the interests of their organizations and the public in mind. Michels’s law might not be so ironclad after all, but it does remind us to be on the alert for the undemocratic processes he predicted.

Gender, Race, and Formal Organizations

We previously outlined three types of organizations: utilitarian, normative, and coercive. What does the evidence indicate about the dynamics of gender and race in these organizations?

We have already seen that women in utilitarian organizations such as businesses have made striking inroads but remain thwarted by a glass ceiling and the refusal of some subordinates to accept their authority. The workforce as a whole remains segregated by sex, as many women work in a relatively few occupations such as clerical and secretarial work. This fact contributes heavily to the lower pay that women receive compared to men. Turning to race, effective federal and state laws against racial discrimination in the workplace arose in the aftermath of the Southern civil rights movement of the 1960s. Although these laws have helped greatly, people of color are still worse off than whites in hiring, promotion, and salaries, affirmative action efforts notwithstanding. Chapter 7 "Race and Ethnicity" and Chapter 8 "Gender and Gender Inequality" will further discuss the experiences of people of color and of women, respectively, in the workplace.

Figure 4.12

The church has been a significant type of normative organization for many African Americans. During the 1960s, black churches served as an important venue for the civil rights movement’s organizing and fund-raising.

© Thinkstock

Much less research exists on gender and race in normative organizations. But we do know that many women are involved in many types of these voluntary associations, especially those having to do with children and education and related matters. These associations allow them to contribute to society and are a source of self-esteem and, more practically, networking (Blackstone, 2004; Daniels, 1988).Blackstone, A. (2004). “It’s just about being fair”: Activism and the politics of volunteering in the breast cancer movement. Gender and Society, 18, 350–368; Daniels, A. K. (1988). Invisible careers: Women civic leaders from the volunteer world. Chicago, IL: University of Chicago Press. Many people of color have also been involved in normative organizations, especially those serving various needs of their communities. One significant type of normative organization is the church, which has been extraordinarily important in the African-American community over the decades and was a key locus of civil rights activism in the South during the 1960s (Morris, 1984).Morris, A. (1984). The origins of the civil rights movement: Black communities organizing for change. New York, NY: Free Press.

Turning to coercive organizations, we know much about prisons and the race and gender composition of their inmates. Men, African Americans, and Latinos are overrepresented in prisons and jails. This means that they constitute much higher percentages of all inmates than their numbers in the national population would suggest. Although men make up about 50% of the national population, for example, they account for more than 90% of all prisoners. Similarly, although African Americans are about 13% of the population, they account for more than 40% of all prisoners. The corresponding percentages for Latinos are about 15% and almost 20%, respectively (Federal Bureau of Investigation, 2009).Federal Bureau of Investigation. (2009). Crime in the United States: 2008. Washington, DC: Author.

Why these patterns exist is unclear. Do they reflect discrimination against African Americans, Latinos, and men, or do they reflect higher offending rates by these groups? The next chapter explores this issue as part of its broader treatment of deviance and crime.

Vehicles for Social Change

One individual can certainly make a difference, but it is much more common for any difference to be made by individuals acting together—that is, by a group. In this regard, it is very clear that groups of many types have been and will continue to be vehicles for social reform and social change of many kinds. Many of the rights and freedoms Americans enjoy today were the result of committed efforts by social reform groups and social movements of years past: the abolitionist movement, the woman suffrage movement and contemporary women’s movement, the labor movement, the civil rights movement, the gay rights movement, and the environmental movement, to name just a few (see Chapter 14 "Social Change: Population, Urbanization, and Social Movements"). Their experience reflects the wisdom of anthropologist Margaret Mead’s famous quote that we should “never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.”

Figure 4.13

Groups have often served as vehicles for many types of social reform and social change. Many of the rights and freedoms Americans enjoy today are the result of efforts by social reform groups of years past.

Source: Photo courtesy of U.S. Library of Congress, http://memory.loc.gov/service/pnp/cph/3g00000/3g05000/3g05500/3g05585v.jpg.

In today’s world, there are innumerable social service and social advocacy groups that are attempting to bring about changes to benefit a particular constituency or the greater society, and you might well belong to one of these groups on your campus or in your home community. All such groups, past, present, and future, are vehicles for social reform and social change, or at least have the potential for becoming such vehicles.

Obstacles to Social Change

Groups can bring about social reform and social change, but they can also thwart efforts to achieve a just society. For every social change and social reform effort that so many groups and organizations undertake, other groups and organizations try to block such efforts. Groups may be the building blocks of social reform and social change, but they are also the building blocks for the status quo. If the study of sociology can be said to be the study of group life, as noted earlier, the study of social reform and social change can also be said to be the study of what groups and organizations do to try to bring about social reform or to maintain the status quo.

Changing Groups and Organizations From Within

Groups and organizations are typically set in their ways and do not often change their dynamics, goals, or other key aspects. This is especially true of the formal organizations we call bureaucracies, which, as we saw, are so committed and even “stuck” to certain procedures that they become inefficient and even alienating. Groupthink can also set in and stifle creativity and keep group and organizational members from raising concerns about certain practices and/or goals.

Whistle-blowingThe revealing by an employee of organizational practices that the employee believes to be illegal and/or immoral. is now the common term for raising such concerns, especially when the concern involves illegal and/or potentially harmful behavior (Alford, 2007; Schwartz, 2009).Alford, C. F. (2007). Whistle-blower narratives: The experience of choiceless choice. Social Research, 74, 223–248; Schwartz, J. (2009, July 9). Justice dept. whistle-blower in Alabama case is fired. The New York Times, p. A20. It is not easy to be a whistle-blower, and several individuals who have “blown the whistle” have been harassed, fired, or sued for doing so. In response to such reprisals, various federal and state laws have been passed to protect whistle-blowers (http://whistleblowerlaws.com/index.php). Still, it takes a certain amount of courage and no small amount of perseverance to be a whistle-blower. It is almost certain that some readers of this book will one day find themselves in a position where they, too, might have to decide whether to become a whistle-blower when they perceive some violation of the law and/or harmful behavior to be occurring. If so, they will have great potential for changing a group or an organization from within while performing a social good for the larger society.