ADDITIONAL INFO (EXAMPLES FROM THE BOOK)

• Forming


  1. Members try to orient themselves to the group

  2. They often act in polite, exploratory ways with each other
• Storming


  1. Members try to influence the group so that it best fits their own needs

  2. They become more assertive about the group's direction and what roles they would like to play in the group

  3. A great deal of conflict and hostility may arise as well as feelings of excitement about what might be achieved
• Norming


  1. Members try to reconcile the conflicts that emerge during storming

  2. They develop a common sense of purpose and perspective

  3. They establish norms and roles and begin to feel more commitment to the group
• Performing


  1. Members try to perform their tasks and maximize the group's performance

  2. They operate within their roles in the group and try to solve problems in order to achieve their shared goals
• Adjourning


  1. Members disengage from the group, distancing themselves from the other members and reducing their activities within the group

  2. This may occur if members believe that the benefits of staying in the group no longer outweigh the costs
• Production blocking


  When people have to wait for their turn to speak, they may forget their ideas, may be so busy trying to remember their ideas that they don't listen to others or generate additional ideas, or may simply lose interest
• Free riding


  • As others contribute ideas, individuals may feel less motivated to work hard themselves
  • They see their own contributions as less necessary or less likely to have much impact
  • They therefore engage in social loafing
• Evaluation apprehension


  • In the presence of others, people may be hesitant to suggest wild, off-the-wall ideas for fear of looking foolish and being criticized
  • Even if they are willing to suggest such ideas, they may spend time preparing to justify them that they otherwise could have spent coming up with more ideas
• Performance matching


  • Group members work only as hard as they see others work
  • Once the other three factors have reduced the performance of a brainstorming group, performance matching can help maintain this relatively inferior performance
• Individual and cultural differences

  • Having a prosocial, cooperative orientation
  • Trusting others
  • Being a member of a collectivistic culture
• Situational factors


  • Being in a good mood
  • Having had successful experience managing resources and working cooperatively
  • Being exposed to unselfish models
  • Having reason to expect others to cooperate
• Group dynamics


  • Acting as an individual rather than in a group
  • Being in a small group rather than in a large group
  • Sharing a social identity or superordinate goals