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Module 6: Discussion

Instructions: In each module, you will have the opportunity to participate in an online discussion forum.

This week, there are 3 questions up for discussion.

It might be helpful to copy / paste the discussion prompts into an offline document (Word, for example), compose your responses offline, and then return to paste your responses here. (Please include each discussion prompt prior to your responses.)

With respect to your initial thread/ post responding to the prompts, similar to the Critical Thinking and Application Prompts, each discussion topic prompt is generally worthy of at least 250 words (2 – 3 well-written paragraphs) in response. Be sure to connect with (and informally cite in-text) any applicable readings / videos from the module’s learning materials. Following this procedure in the discussion forum will help students who may be struggling with their graduate-level writing skills see the approaches that others are taking in response to these types of prompts.

With respect to your replies to others’ posts (three per discussion topic), these can be more informal and are there just to help you all share important connections and build a sense of community.

Please post your initial response to the discussion topic question(s), and reply meaningfully to at least three of your fellow classmate’s posts.

(You only need to create one thread for your initial post, responding to both prompts, in this case – you don’t need a separate thread for each question.)

Discussion Prompt 1:Pick any three weapons of influence discussed in Influence: Science and Practice. For each, describe how the weapon could be used to enhance compliance in what you would consider to be an unethical or exploitative manner, and also in a manner that you would consider to be appropriate or non-exploitative manner.

Discussion Prompt 2: With respect to OGL 520, describe what you would consider to be the three most important lessons you learned about how social psychology can be applied in a leadership context. How does understanding social psychology make you a better leader?

Discussion Prompt 3: Think of an interpersonal leadership or communication challenge you currently have with someone (this could be at work, or with a family member or friend) that you can connect with any of the tools, strategies, or techniques you have learned in this course. If nothing at all comes to mind, you can invent a scenario.

Describe the situation and develop a plan that draws on social psychological principles (cite your sources) to help you resolve the issue.

BELOW ARE OTHER STUDENTS’ POST THAT YOU CAN USE TO HELP YOU UNDERSTAND WHAT IT IS ALL ABOUT.

Discussion Prompt 1: Pick any three weapons of influence discussed in Influence: Science and Practice. For each, describe how the weapon could be used to enhance compliance in what you would consider to be an unethical or exploitative manner, and also in a manner that you would consider to be appropriate or non-exploitative manner.

Three weapons of influence discussed in Influence: Science and Practice by Robert Cialdini are Reciprocity, Social Proof, and Scarcity.

Reciprocity means when someone does something nice for us, we naturally feel the need to return the favor. In an unethical way, marketers could exploit this by offering small free samples with the expectation of pressuring consumers into making larger purchases. This approach creates a sense of obligation that manipulates the customer into compliance (Cialdini, 2009). In contrast, ethical leadership applies reciprocity by offering sincere assistance to team members, cultivating mutual respect and collaboration without ulterior motives.

Social proof is when people look to others to help them decide what to do. This can be misused by influencers or advertisers who falsify positive reviews or testimonials to deceive potential customers into thinking a product is widely approved. However, social proof can also be used appropriately by leaders who highlight positive team behaviors, encouraging others to adopt constructive actions through authentic group influence (Cialdini, 2009 Ch. 4).

Scarcity means that people tend to value things more when they seem hard to get. Some companies take advantage of this by creating fake a limited time offers or pretending products are running out to push customers into quick decisions. On the other hand, leaders can use scarcity in a positive way by highlighting rare opportunities in professional development programs, encouraging employees to pursue growth without feeling pressured.

Discussion Prompt 2: With respect to OGL 520, describe what you would consider to be the three most important lessons you learned about how social psychology can be applied in a leadership context. How does understanding social psychology make you a better leader?

Three essential lessons I learned from Aronson and Cialdini about applying social psychology in leadership are the importance of Cognitive Dissonance, Conformity, and Persuasion Techniques.

Cognitive dissonance shows how people want their actions to match their beliefs. I can apply this by encouraging employees to commit to the company’s values, making them more likely to follow through (Aronson & Aronson, 2018 Ch. 3). This principle helps me become a more effective leader by aligning employees’ internal beliefs with external actions.

Conformity shows that people tend to follow what the group is doing. I can influence team culture by setting positive examples and creating a collaborative environment where following the group supports organizational goals (Aronson & Aronson, 2018 Ch. 4). This helps me better understand how group dynamics can boost performance.

Persuasion techniques like reciprocity, social proof, and authority help me get support for new ideas Using these techniques ethically aligns with Cialdini’s principles of influence, enhancing leadership effectiveness without manipulation (Cialdini, 2009). Understanding how social influence works helps me build trust and teamwork within the group.

Discussion Prompt 3: Think of an interpersonal leadership or communication challenge you currently have with someone (this could be at work, or with a family member or friend) that you can connect with any of the tools, strategies, or techniques you have learned in this course. If nothing at all comes to mind, you can invent a scenario.

An interpersonal leadership challenge I am currently facing involves a family member who consistently disregards personal boundaries. Despite previous conversations, they continue to make demands on my time without considering my schedule. To address this, I would apply assertive communication techniques by clearly stating my boundaries without aggression. According to Pfafman (2017), assertiveness involves expressing one’s needs while respecting others. Additionally, the reciprocity principle could be leveraged by offering to help when I am genuinely available, reinforcing the expectation of mutual respect. Another strategy is using social proof by referencing how other family members have respected similar boundaries, creating a model for appropriate behavior (Cialdini, 2009 Ch. 4). This plan combines empathy with firmness, drawing on social psychological principles to foster better communication and respect.

“Once we make a choice or take a stand, we will encounter personal and interpersonal pressures to behave consistently with that commitment” (Cialdini, 2009, p. 52). Consistency and commitment can be exploited, as seen with toy manufacturers around Christmas. They heavily advertise and understock a popular toy, counting on children’s desires and parents’ promises to buy it. After settling for a substitute, parents return to purchase the original toy once it’s back in stock (Cialdini, 2009, p. 57). On the positive side, commitment and consistency can support lifestyle changes, such as going to the gym more frequently. By signing up for a gym membership and agreeing to the terms, individuals are more likely to remain consistent with their wellness goals.

“While small in scope, this study shows the action of one of the most potent weapons of influence around us – the rule of reciprocation” (Cialdini, 2009, p. 19). Chapter 2 offers several examples of exploitative reciprocity tactics, such as the Krishnas’ donation strategy change. They employed the benefactor-before-beggar strategy. By giving passersby a “gift” of a flower and insisting “no, it is our gift to you,” donations skyrocketed as people felt obligated to reciprocate with money (Cialdini, 2009, p. 25).

We should accept initial favors or concessions in good faith, but be ready to redefine them as tricks should they later prove to be so (Cialdini, 2009, p. 49). The first example in Chapter 2 involved mailing Christmas cards to strangers to see how many cards would be received in return. Holiday cards came pouring back to the sender (Kunz & Woolcott, 1976). This was a harmless, kind gesture that spread holiday cheer. However, if there were follow-up requests beyond that, one should redefine them as tricks and not respond. Trading equal acts of kindness up front is appropriate.

Influence describes social proof as, “we view a behavior as correct in a given situation to the degree that we see others performing it” (Cialdini 2009 pg. 99). With social proof the exploitation comes from the manipulation of tendency to assume that an action is more correct if others are doing it. Some examples highlighted were laugh tracks on shows, tip jars and church collection plates being salted. Night clubs keeping the lines outside long to give the appearance of popularity, while inside is dead. Advertisers using phrases like “fastest-growing” or “largest selling”, charity telethons listing all the other people who have already donated. All tactics to trigger our click, whirr response.

An example of using social proof for good was a study by Bandura, Grusec, & Menlove, 1967, showing people who suffer from phobias can overcome extreme fears. Children who were terrified of dogs were shown a 20 min video of another child happily paying with dogs. This experiment found that they were able to reduce these children’s fears (Cialdini 2009 pg. 100).

Reference:

Cialdini, R. B. (2009). Influence: Science and Practice (5th ed.). Pearson Education Inc.

As a leader, obtaining a baseline understanding of social cognition and the shortcuts our brains take can provide insight into personal processes and leading others. Since we are all cognitive misers conserving mental energy, initial intuition often suffices, but recognizing potential errors in our “click-whirr” responses is crucial (Aronson, 2018, p. 16; Cialdini, 2009, p. 3). For example, the representative heuristic suggests expensive items are high quality. Extending this to a new hire candidate from a prestigious company or university may lead to hiring someone who isn’t a great fit. Recognizing where bias enters our daily decisions is vital. If I feel overloaded with information, if I don’t take time to carefully consider a big decision, I let my emotions take over the result could be a misstep.

Self-justification and cognitive dissonance is another important lesson from OLG 520. Self-justification is the tendency to justify one’s actions in order to maintain one’s self-esteem. Cognitive dissonance is a state of tension that occurs whenever an individual simultaneously hold two cognitions (ideas, attitudes, beliefs, opinions) that are psychologically inconsistent (Aronson 2018 pg. 59). It’s important to be self-aware as a leader when this might be happening with yourself but also recognizing in employees. If alignment or direction has shifted it could be because they are trying to reduce dissonance through, changing the preexisting attitude to be consistent with the behavior, adding additional cognitions to bridge the gap between original ones, or changing one or both cognitions so that they are consistent.

It’s all about emotional intelligence and style flexing! Per Daniel Goleman, a study using software engineers conducted an evaluation on peers, IQ correlated zero with their success as rated by peers, Emotional Intelligence correlated very highly with their success (Emotional Intelligence at Work: Why IQ Isn’t Everything, 1:00). How well you manage yourself, how well you manage relationships can differentiate from average and outstanding leaders. Emotional intelligence, it’s learned and learnable if you are willing and motivated (Daniel Goleman). Emotional Intelligence coupled with style flexing can result in a powerhouse leader. Taking away from this course that leadership is not a single trait. As a leader it is important for leaders to understand the different contexts that require flexible and adaptive behavior. For each context they need to know how to diagnose the situation and identify the types of behavior that are appropriate (Yukl & Mahsud, 2010).

References:

Aronson, E., & Aronson, J. (2018). The Social Animal. Worth Publishers, Macmillan Learning.

Cialdini, R. B. (2009). Influence: Science and Practice (5th ed.). Pearson Education Inc.

Goleman, D. (Big Think). Emotional Intelligence at Work: Why IQ Isn’t Everything YouTube. https://youtu.be/7ngIFlmRRPQLinks to an external site.

Yukl, G. & Mahsud, R. (2010). Why Flexible and Adaptive Leadership is Essential. American Psychological Association

Describe the situation and develop a plan that draws on social psychological principles (cite your sources) to help you resolve the issue.

I am currently leading a job description review and update for a high-profile role. The leaders involved are very passionate about the individuals currently in the role and are struggling to separate the individuals from the work itself. This makes it difficult to accurately reflect the scope of responsibility and update the job description to align with both current and future work models.

In our upcoming meeting I have been able to make contingency plans if I notice any of the four forms of destructive communication. Hostile criticism, defensiveness, contempt, and stonewalling (Aronson 2018 pg. 388). My talking points will center on “straight talk”, clear statements, details concerns of possible outcomes if job description is not able to be successful modernized. I also understand in this situation we are in a communal and exchange relationship, I will need to have a potential outcome option that can be perceived as achieving equality, that rewards and costs to each is fairly distributed (Aronson 2018 pg. 327). I have also thought about for this meeting as part of setting the tone, I will don my best corporate business attire to mirror those that I will be meeting with to increase “liking” (Cialdini 2009 pg. 148).

References:

Aronson, E., & Aronson, J. (2018). The Social Animal. Worth Publishers, Macmillan Learning.

Cialdini, R. B. (2009). Influence: Science and Practice (5th ed.). Pearson Education Inc.

One of the topics for discussion is “Weapons of Influence.”

According to Cialdini’s book “Influence: Science and Practice,” three of the most effective methods of exerting influence are authority, social proof, and reciprocity.

It is possible for someone to engage in unethical behavior when they provide a gift or favor with the intention of creating an obligation that compels the recipient to comply with obligations that are unreasonable. As an illustration, a salesman could provide a potential customer with a free sample with the expectation that the consumer will feel driven to make a significant purchase in return, regardless of whether or not it is in the customer’s best interest to do so. Alternately, reciprocity may be employed in an ethical manner when a company offers free seminars or resources to the community. This helps to cultivate goodwill and encourages participants to connect with the organization’s products or services in a natural way.

When it comes to marketing methods, social proof is frequently misapplied. A firm may, for instance, manufacture reviews or inflate user testimonials in order to give the impression that a product is more popular than it actually is. This would be done in order to convince prospective buyers to purchase the product on the basis of what they perceive to be social approval. On a more positive side, firms have the ability to make responsible use of social proof in order to promote genuine client feedback. This demonstrates genuine contentment and encourages new consumers to feel secure in their decisions.

There is a risk of authority being abused when those in positions of power abuse the influence they have. According to one example, a manager may exert pressure on staff to disregard safety regulations on the basis of their executive standing, which would result in harm to the workplace. On the other hand, authority is correctly leveraged when leaders share their experience and information in a manner that empowers members of the team, therefore establishing trust and promoting adherence to ethical norms.

It is essential to make responsible use of these weapons of influence in order to encourage ethical conduct rather than exploitative activities. In conclusion, these weapons of influence contain a tremendous amount of power.

In the context of leadership, the second discussion prompt is: lessons from social psychology

A number of valuable insights on the application of social psychology in leadership were imparted to me through the OGL 520 course; however, three of these teachings stand out. In the first place, the idea of emotional intelligence is really important. The ability to recognize and manage one’s own emotions, as well as the ability to recognize and manage the emotions of others, may help enhance communication, promote trust, and create a favorable atmosphere for teamwork. The ability of a leader to demonstrate emotional intelligence increases the likelihood that they will be able to encourage and inspire their team, which leads to increased levels of employee engagement and productivity.

In the second place, the concept of cognitive biases provides insight into the steps involved in decision-making. Leaders that are able to recognize biases such as confirmation bias and groupthink are able to encourage varied points of view, which ultimately results in better informed decision-making within their organizations. Through the promotion of open dialogue and the acceptance of divergent points of view, it is possible to foster creative solutions and a more positive culture in the workplace.

Last but not least, the comprehension of social identity theory illustrates how the dynamics of groups influence the actions and attitudes of individuals. This is something that leaders can take advantage of by encouraging a robust collective identity among their teams, which in turn improves both cohesiveness and cooperation. It is possible for leaders to boost motivation and establish an atmosphere of support by cultivating a strong sense of belonging among their followers.

In general, leaders are equipped with the tools necessary to improve the dynamics of their teams, negotiate complicated interpersonal connections, and make smart decisions that have a beneficial influence on the results of their organizations when they recognize these components of social psychology.

Challenges in Interpersonal Leadership, which is the Third Discussion Prompt

At the moment, I am dealing with a communication problem at work with a coworker. There is frequently a misunderstanding over the duties of the project, which results in irritation on both sides. For the purpose of overcoming this obstacle, I want to put into practice the principle of active listening and make use of clarifying questions, both of which are fundamental tactics in the field of social psychology. I am able to lessen the likelihood of misunderstandings occurring by displaying a genuine interest in the viewpoints of my coworkers and by ensuring that we have a clear grasp of our respective tasks.

A meeting will be arranged by me so that we can have an open conversation about the expectations we have for the project and the responsibilities that each of us is performing. In order to validate that I have understood what my colleague has shared with me, I want to use reflective statements to summarize what they have shared with me. This will also encourage them to do the same for me. This method not only assists in the clarification of duties, but it also helps to maintain a sense of collaboration.

In addition, I will implement the idea of reciprocal exchange by providing them with my perspectives on the project while simultaneously being open to consideration of their recommendations. The purpose of this is not only to delegate tasks; rather, it is to cultivate an environment of collaboration in which both sides feel that they are respected. I hope that by adhering to these measures, I would be able to strengthen our working connection and provide better results for our project (Cialdini, 2009).

References
Cialdini, R. B. (2009). Influence: Science and Practice (5th ed.). Pearson.

Discussion Prompt 1: Pick any three weapons of influence discussed in Influence: Science and Practice. For each, describe how the weapon could be used to enhance compliance in what you would consider to be an unethical or exploitative manner, and also in a manner that you would consider to be appropriate or non-exploitative manner.

In Influence, Cialdini described the triggers for compliance as “commitments, opportunities for reciprocation, the compliant behavior of similar others, feelings of liking or friendship, authority directives, and scarcity information” (Cialdini, 2009, pg. 234). When we recognize and understand these automatic behaviors, we can start to realize how they can be used for unethical or helpful manners.

Reciprocation

Reciprocal concessions can be used as a weapon unethically when we expect something in return from the person we gifted. Cialdini described instances where free gifts were given in order to promote sales or force the recipient to participate in a favor. At times, these owed favors can continue well into the future so we always feel as if we owe something to the gifter (Cialdini, Chapter 2). In work, I see that reciprocity can be appropriate when we are coaching or assisting team members. For example, I can coach a teacher and provide them with time and resources to help them improve. I do not expect anything in return, but the teacher knows they owe it to themselves to take the tools they have been given and use them in the classroom. A successful coaching relationship helps a teacher want to change, not just demand it.

Authority

Authority pressure can be used for good and in a non-threatening manner. Milgram’s study demonstrated how we can use this pressure unethically, in a dominating way. (Cialdini, Chapter 6). Watching over the shoulder of team members with little communication is daunting, and can cause the employee to rebel or feel threatened. They could see our authority on a surface level, like Milgram’s assistant’s lab coat, and assume that we need to be respected. Rather, we should use authority in a positive way and present ourselves in a way that is respectful to our sense of self and uplifts our team members with communication. “‘Is this authority truly an expert?’ This question focuses our attention on two crucial pieces of information: the authority’s credentials and the relevance of those credentials to the topic at hand” (Cialdini, 2006, pg. 191). We can use our titles, clothing, and trappings to command authority, but our actions as leaders should speak for ourselves. Our words and actions should command authority above appearance and we should work hard to combat this vision before assumptions are made. Our heart and passion should be as prevalent as the professional clothes we wear.

Commitment and Consistency

Commitment and consistency pressures can be used for manipulation if a manager chooses to use them in that way. They can persuade team members to act or behave a certain way by exploiting a person’s need to feel consistent and seen as a good person. “If I can get you to make a commitment, I will have set the stage for your automatic and ill-considered consistency with that earlier commitment. Once a stand is taken there is a natural tendency to behave in ways that are stubbornly consistent with the stand” (Cialdini, 2009. pg. 59). I have seen managers use students against teachers to get teachers to overcommit or work long hours. Teachers often feel that their students will suffer if the teacher doesn’t come in on the weekends or take on that extra duty, so managers have no problem over-assigning teachers. In order to use commitment and consistency in an appropriate way, we need to understand the fine line between manipulation and compassion. In my experience, the first year teacher suffers the most from being exploited. This teacher is trying to keep their head above water, and in order for them to be successful, they should not be taking on extra duties or tasks even though they may say they are capable. We should protect them by letting them know they are okay to say no, and that by taking on too much they can quickly become overwhelmed.

Discussion Prompt 2: With respect to OGL 520, describe what you would consider to be the three most important lessons you learned about how social psychology can be applied in a leadership context. How does understanding social psychology make you a better leader?

At the end of the day, our job as organizational leaders is about people. The work tasks that we assign, the company ‘to-do’ list, the office buildings we inhabit, are all tangible and fleeting. People drive progress, and understanding them is the key to being a successful leader. If we do not understand how people thrive from social psychology, we are left with questions as to why people act a certain way. Left to wonder, our actual work falls by the wayside while we stress about the thoughts and actions of our team members. Social psychology gives us that understanding so we are free to drive results and make important connections.

Emotional Intelligence and Working Style

Leadership not only demands that we learn about the people we work with, but about ourselves. Understanding our own emotional intelligence and working style can give us the lens we need to work with a variety of different personalities. “Managers are more likely to perform better or to stay longer in their position if their personal characteristics meet the requirements of the position” (Muller & Turner, 2010). We cannot work effectively if we are not happy in our position. We cannot inspire or lead if passion is missing.

Liking, Loving, and Connecting

Part of being an effective leader is to build successful teams. Sometimes we are blessed enough to build a team from the ground up, and sometimes we are given a team that is dysfunctional and needs repair. In both instances, we are tasked with creating an environment that people want to be a part of each day. Work is a huge part of our lives, and if we do not enjoy it we can go somewhere else. In The Social Animal, Aronson gave us some practical advice for allowing liking, loving, and connecting to take place. He gave us five factors that influence our choice in who we choose to spend our time with. Proximity, similarity, being liked, physical attraction, and the paradox of choice. (Aronson, 2018, pg. 305). We can utilize some of these factors to create teams that work well together and thrive in their community. By understanding what people need to feel they are liked, loved, and connected, we can find solutions to problems and help them feel like they are a valued part of the team.

Psychology of Human Performance and Goal Theory

After understanding our own motivations as leaders, we get to know the members of our teams and help them feel connected. The next important step for a leader is to understand the psychology of human performance and what helps them to achieve goals. Getting into the actual work or our organizations, we will find we are thriving or running into performance gaps. “In order to eliminate these performance gaps [Communication, Motivation, or Skills Problems], organizational performance management strategies must focus on developing effective two-way communication processes, creating an environment where employees choose to excel, and providing the appropriate tools that allow employees to excel” (Thomas, 2019). If we are aware of ourselves and our team members, we can diagnose problems more effectively and use strategies to address them. Not all strategies are fail-safe for every problem though, and if we haven’t taken the time to build relationships, we will just tread water.

Describe the situation and develop a plan that draws on social psychological principles (cite your sources) to help you resolve the issue.

At a previous job, I had a boss that I struggled to communicate with and I left after five months. While learning about the strategies presented in this course, I kept her in the back of my mind. I was constantly thinking about what I could have done differently and what I did do correctly according to the strategies to try to communicate with her. We were on an administrative team together, and despite being part of a team she told me she did not trust me. This came after a miscommunication took place about performance tasks she had wanted completed in a different way than the way I completed it. What seemed like a small issue to me was a major issue for her and she never really got past it despite my attempts at communicating with her.

When I joined, I was very green to the company. In Situational Leadership, I would describe myself as an employee in the Selling Stage-unable but willing and confident (Hersey & Blanchard, pg. 4). My boss seemed to remain in the Telling Stage, not ready to trust me with more. According to the model, when a manager is in the Telling Stage- or demonstrating “low relationship behavior”, they “should spend more time directing the person in what to do and how, when, and where to do it, than providing socioemotional support and reinforcement. Increased relationship behavior should occur when the follower begins to demonstrate the ability to handle necessary administrative paperwork” (Hersey & Blanchard, pg. 5). We never had a chance to build a relationship, as we were stuck in work and task communication rather than relationship building communication.

Because we were unable to move to the next stage, I feel as though we were stuck. As an employee, I recognize now that I began the job with a Knowledge Problem, according to Thomas, and ended the employment with a Lack of Motivation. According to the Peak Performance Process Model, my boss and I needed to determine and analyze my performance gap to find where I was struggling (Thomas, 2019).

As I was new to the environment, I see now that I had Crystallized Intelligence, stuff I knew how to do, but needed to continue to grow. My prior experience was in elementary school, and not daycare. I needed to learn the way she, and state licensing, wanted certain tasks to be completed, all within a very strict time limit. If I was in the same situation now, I would have communicated the time constraints with her more clearly (not being allowed to do it), and that I did not know how she needed it to be done (knowledge problem) (Thomas, 2019). Instead, I took the write ups over forgetting to close the blinds and dirty spots on classroom windows.

Toward the end, I experienced motivation problems. I no longer believed I was capable, I no longer believed that success was possible, and my sense of control and efficacy was gone (Thomas, 2019). After taking this course, I knew that I was suffering from anxiety when I was at that job. In order to repair my knowledge and motivation, I asked for a meeting with her boss, which went well. Unfortunately, things never improved, so I left. I understand how I felt in that situation, and I think two simple strategies would have improved the entire relationship- communication and writing things down. I needed clarity on what was being asked, and if it was communicated clearly and written down to elicit commitment to the steps and details she wanted me to perform, I think we would have had a much better relationship. (Cialdini, pg. 67-71).

Discussion Prompt 1: Pick any three weapons of influence discussed in Influence: Science and Practice. For each, describe how the weapon could be used to enhance compliance in what you would consider to be an unethical or exploitative manner, and also in a manner that you would consider to be appropriate or non-exploitative manner.

When thinking about all the weapons of influence we learned about throughout this course, it is hard to pick just three, as all of them are useful and can be used for both good and bad. If I had to pick just three to discuss, I would choose social proof, the power of similarities, and the power of blind obedience. Each of these weapons of influence gives us good insight into how we could use them to enhance compliance in unethical and ethical manners.

Let’s take a look at the power of social proof first. In Influence by Robert Cialdini, Cialdini shows us how social proof can be used in an unethical and exploitative way. He brings up the issue of teenage suicide and how we, as readers, can come to understand how media influences teenagers through the concept of social proof. Social proof is the psychological principle that states “we determine what is correct by finding out what other people think is correct” (Cialdini, 2009, pg. 99) in other words, when we are uncertain about a choice or decision, we look to others for guidance on how to behave or what we should do. This principle has the power to shape people positively or in a negative manner, like what we have seen with the media inadvertently increasing teen suicide. If we wanted to utilize this concept to be unethical and exploitative, we could look to cult leaders and how they use social proof to create a following that would do anything they say. Cult leaders use social proof by surrounding like-minded people together and then picking and choosing who else to allow in, usually other like-minded individuals. Cialdini says that “when we are unsure of ourselves, when the situation is unclear or ambiguous, when uncertainty reigns, we are most likely to look to and accept the actions of others as correct” (Cialdini, 2009, pg. 109). In cults, this is exactly what happens, the more and more you are around like-minded people, the less you can question the ideology as you accept the actions and beliefs of everyone around you. We could also utilize this concept in an appropriate way almost all the time. After reflecting, I realize that I use social proof in my public health career all the time by showcasing real people and real stories on issues that matter, such as when COVID-19 came about and vaccinations were necessary for Indian country. We utilized videos of tribal leaders getting their vaccinations to encourage the community to take part as well. This effort got 90% of our communities vaccinated. Social proof can be powerful in both positive and negative ways, and I plan to use it for the positive.

The power of similarities is also another weapon of influence that we could use for good or bad. The power of similarities is exactly what you would imagine it to be, “We like people who are similar to us. This fact seems to hold true whether the similarity is in the area of opinions, personality traits, background or lifestyle” (Cialdini, 2009, pg. 148). Cialdini, through a handful of examples, draws on the fact that we are more likely to do favors for those we are similar to. This weapon of influence could be used in an unethical and exploitative way in so many ways. One example I could think of is a pyramid or ponzi scheme, usually in a pyramid and ponzi schemes the people tend to look for others who are similar to them to buy in. I remember I had a friend who was into fitness like me and he told me he had an idea and brought me to a meeting with a ton of people trying to sell fitness supplements, the more you sold, the more people you bought in as sellers, the more you made. It was a pyramid scheme based on the similarities of those around you. I immediately told him that he was in a pyramid scheme, but he still bought into it. I guess that shows you the power of similarity. Although this concept is primarily used in an unethical and exploitative way, there are ways to use it positively. For example, engaging in civic engagement. Similarity is often used to get people to vote and partake in civic engagement, campaigns will typically highlight “people like you are voting this way” etc to get others who feel similar to go out and make a difference.

The last weapon of influence I want to touch on is the power of blind obedience. This weapon of influence was very interesting to me, and it falls under the authority chapter of Cialadinis’s book. “This paradox is, of course, the same one that attends all major weapons of influence. Once we realize that obedience to authority is mostly rewarding, it is easy to allow ourselves the conceive of automatic obedience. The simultaneous blessing and curse of such blind obedience is mechanical character. We don’t have to think therefore we don’t” (Cialdini, 2009, pg. 181). This is a major weapon of influence and could be used in tremendously unethical and exploitative ways. I immediately think of the holocaust and how people justified their actions for engaging in genocide by simply saying they were following orders. We can also look to the Milgram experiment that Cialdini touches on, where people inflict harm on others simply because an authority figure told them to do so. Blind obedience can be extremely harmful to our world and to humanity, but it can also be used for good. The first thing that comes to mind is listening to your doctor or healthcare provider; you may not know the correct answer or the right thing to do, but you will blindly follow what your doctor says and take medicines and treatments they recommend; which for most people is probably a good thing. Overall, all of the weapons of influence can be used for good or evil, and it is up to us as leaders to make that decision.

Discussion Prompt 2: With respect to OGL 520, describe what you would consider to be the three most important lessons you learned about how social psychology can be applied in a leadership context. How does understanding social psychology make you a better leader?

Yet again, when thinking about all the most important lessons that we learned throughout this course and how social psychology can be applied in a leadership context, it is hard to pick just three. If I had to pick just three, I would choose the power of social influence in leadership, cognitive bias, and emotional intelligence in relation to relationships and management. I feel that these three give us great insight into how social psychology can be applied in a leadership context.

Social influence as we have come to learn, is one of the most influential social psychology phenomena. Social influence shows us how people can change their opinions, form their thoughts, and even change their behaviors based on what others are doing. We have come to learn the powers of social influence through a handful of experiments, such as Milgram’s experiment. In Milgram’s experiment, he showcases how people will inflict pain upon others for no logical reason other than being told to do so by an authority figure. “Milgram’s unwelcome and controversial message was that an astonishingly large portion of people will cause pain to other people when an authority figure orders them to obey” (Aronson, 2018, pg. 144). In a leadership context, understanding social influence is highly important as it can help us shape our organization or company in the way we want to. Let’s say we are the CEO of a huge company/organization, and we lead positively, are open to innovation and ideas, and are personable; social influence says that people will often follow the model that we are presenting at the top. This is major; if we as leaders can lead by example, we can shape an entire company to model the way we want to see the business showcased. Alongside social influence and its powers, I also believe cognitive bias is an important piece of social psychology that can be applied to our leadership.

Cognitive bias is a concept that Aronson touches heavily on in chapter two of The Social Animal; he brings up a handful of cognitive biases that can affect everyone, even the best leaders. Confirmation bias, egocentric bias, negativity bias, ingroup bias, hindsight bias, implicit bias, the list goes on and on. Understanding these biases helps us to become a better person and, in turn, a better leader. To give you an example of this, a great leader who doesn’t understand their own biases could only hire people who are similar to them and think they are doing the right thing, and in doing this, eventually the company or the organization will fall into groupthink simply because they don’t have enough diverse perspectives. This highlights the unconscious nature of biases and showcases why we as leaders need to develop the skill of awareness to be able to identify our own biases quickly. I can see how understanding biases translates into my career in leadership, as now that I can understand these biases, I can question my own assumptions and constantly seek diverse perspectives and opinions. In the same vein as understanding how cognitive biases can help us become better leaders, if we can learn to develop emotional intelligence, it will help us in similar ways.

We learned about emotional intelligence towards the end of this course, but I found it to be a highly valuable piece of social psychology that we can utilize throughout our leadership journey. Leadership is all about influencing people, and emotional intelligence is a critical piece of managing teams effectively and being able to influence people honestly. Emotional intelligence touches on self-awareness, empathy, and overarching social skills, and through a few of our readings, we can see why this is important from a leadership perspective. Rafaela Kraus touches on it by saying, “Another feature relevant for a team’s success, apart from its members´ cognitive skills, is also their emotional intelligence” (Kraus, 2010, p.4). Having emotional intelligence is a key part of being a leader as you need to be able to remain calm through high-stress situations and have to be able to think straight when all is falling; you have to be able to meet people where they are, have empathy to understand, and influence positive forward thinking. Emotional intelligence is also a necessary strength that you want your team members and coworkers to have as if they have strong emotional stability, the more committed they will be to the work and or the project.

Understanding social psychology through a leadership lens definitely makes me a better leader; before this course, I felt that I had a good understanding of leadership, but the readings and the material we have learned throughout this entire course have honestly reshaped my leadership style. I have come to understand my team members better, become a more people-centered leader, and have been able to learn my weaknesses, whether that be biases or knowledge gaps; social psychology has taught me how to lead with an overall greater awareness of everything around me. I am so appreciative of all I have learned, so thank you.

In leadership, effective communication is the key to success. When thinking about a current challenge I am facing, I immediately think of one of my project teams. One of my project teams is being very nonresponsive to messages through our group Slack. We utilize Slack constantly for communication on everyday tasks and updates, but lately, I feel like I have been the only one communicating consistently. If I am the only one communicating, then team cohesion starts to fall, and updates tend to be shared less and less. Understanding the tools, strategies, and techniques we have learned throughout this course, I feel I have a good understanding of what I could do to reshape our communication. One way I plan to get our communication levels back up is through social proof. I intend to set a better example of messaging and constantly use people’s names to get them to feel like they need to respond to the message; using their names will make them feel embedded into the work, and if I include a compliment about current work they are doing they will feel a sense of liking and will want to engage more. Cialdini brings up how this works by saying that, “positive comments produced just as much liking for the flatterer when they were untrue as when they were true. Apparently we have such an automatically positive reaction to compliments that we can fall victim to someone who uses them in an obvious attempt to win our favor” (Cialdini, 2009, pg. 151). If I can acknowledge my coworker’s strengths, the chances of them following up are much higher. I also plan to use reciprocity to help team members engage more; I plan to constantly thank them for their input in our chat, and instead of leaving it at that, I will add a direct question, thus keeping the conversation flowing. I feel that private messaging my team members will also help in this scenario as I can talk to them one-on-one about the importance of constant slack communication in ways that I know will be received by them in a positive nonattacking manner. Overall, my strategy is all about style flexing and flexing my style to match my coworkers, meeting them where they are right now because, at the end of the day, I don’t know what is going on in their lives outside of work and if I can adapt to meet their needs the chances that they will respect that and respond more often is much higher.

References:

Aronson, E. (2018). The Social Animal (12th ed.). Worth Publishers.

Cialdini, R. B. (2009). Influence: Science and Practice (5th ed.). Pearson Education.

Kraus, R. (2010). Organizational Psychology in the Context of Project Management

As I work toward becoming a transformational leader, I recognize the importance of influence in guiding and inspiring teams. Ethical persuasion is a key component of leadership, making it crucial to understand both the benefits and potential pitfalls of influence tactics. Three principles from Cialdini’s Influence: Science and Practice stand out to me: reciprocity, commitment and consistency, and social proof. These principles are essential tools in fostering a strong, engaged, and ethical team culture.

Reciprocity, the obligation to return favors, can be exploited when organizations provide employees with seemingly generous benefits while subtly expecting unquestioned loyalty. For example, companies may offer lavish perks but use them to justify unpaid overtime or suppress complaints (Cialdini, 2009, p. 22). As a transformational leader, I aim to use reciprocity to create a culture of mutual support. By genuinely investing in my employees—offering mentorship, recognition, and meaningful professional development—I can cultivate an environment where collaboration is natural and morale remains high.

Commitment and consistency rely on an individual’s desire to align actions with previous commitments. Unethically, companies may pressure employees into small obligations (e.g., staying late once) before escalating expectations, making refusal difficult (Cialdini, 2009, p. 59). However, I see this principle as a way to empower my team by setting shared goals, reinforcing progress, and fostering intrinsic motivation for long-term development. By creating an environment where employees commit to growth and accountability, I can help them reach new heights without coercion.

Social proof, or the tendency to follow group behaviors, can be misused when employees see others complying with unreasonable demands and fear speaking out (Cialdini, 2009, p. 99). This kind of workplace culture stifles innovation and ethical decision-making. As a transformational leader, I want to harness social proof to build a positive, values-driven culture where collaboration, creativity, and problem-solving are modeled and celebrated.

These three weapons of influence are powerful and, when used ethically, can help me build an engaged, motivated, and high-performing team.

Through OGL 520, I have deepened my understanding of how social psychology influences leadership. Three key lessons from Influence: Science and Practice by Cialdini and The Social Animal by Aronson stand out as essential for my journey toward becoming a transformational leader: the power of cognitive dissonance, the role of social norms, and the principle of authority. These concepts will help me inspire and guide teams while promoting ethical and effective leadership.

Cognitive dissonance refers to people’s discomfort when their beliefs and actions are inconsistent (Aronson, 2018, p. 109). Unethical leaders manipulate this by creating environments where employees feel pressured to justify harmful decisions. However, transformational leaders can use cognitive dissonance positively by encouraging employees to align their values with meaningful work. If I can help my team see their contributions as valuable and purpose-driven, they will be more engaged and motivated to grow.

Social norms shape behavior by establishing what is expected within a group (Aronson, 2018, p. 209). Cialdini (2009) explains how social proof—people’s tendency to follow the majority—can be leveraged to drive compliance (p. 101). A toxic work culture can emerge if negative behaviors become the norm, but as a leader, I can use social norms to reinforce collaboration, integrity, and innovation. I can create a culture that drives positive performance by recognizing and shaping team dynamics.

Authority is a powerful weapon of influence that can be used ethically or unethically. Cialdini (2009) discusses how people instinctively obey authority figures, even when they conflict with their values (p. 176). Instead of demanding compliance, I want to use my authority to inspire and coach my team. I can cultivate trust and encourage independent thinking by leading with empathy and credibility rather than fear.

Understanding these psychological principles makes me a better leader because it helps me navigate team dynamics, avoid manipulation, and foster an ethical and engaged workforce.

Effective communication is essential in any relationship, and while my fiancée and I share a strong connection, there are moments when we are not on the same page. These instances can lead to frustration, especially when one of us feels defensive. Through this course, I have learned valuable tools from Influence: Science and Practice by Cialdini and The Social Animal by Aronson that can help me navigate these moments. The three key strategies I want to apply in our communication are active listening, cognitive dissonance awareness, and the principle of reciprocity.

Active listening is crucial when emotions are high. Aronson (2018) explains that people often listen to respond rather than understand, which can escalate tension (p. 322). Instead of immediately explaining my perspective, I can practice reflective listening—paraphrasing my fiancée’s words to show that I understand her feelings. This technique ensures that she feels heard, reducing the chance of defensiveness and making it easier to find common ground.

Cognitive dissonance occurs when we need to defend our viewpoints rather than admit a misunderstanding. Aronson (2018) describes how people unconsciously justify their actions to maintain self-consistency (p. 109). If I approach a disagreement by trying to “win” or prove a point, I may unintentionally force her into a defensive stance. Instead, I can focus on framing the conversation as a shared problem-solving effort rather than a debate, making it easier to adjust our perspectives without feeling like we are conceding.

Finally, reciprocity can strengthen our communication by fostering a give-and-take dynamic. Cialdini (2009) explains that when someone makes a concession, the other person is more likely to reciprocate (p. 22). If I acknowledge her feelings first and show flexibility, she is more likely to reciprocate that openness, leading to a more productive conversation.

By integrating these strategies, I can ensure that our discussions remain constructive, even when we initially see things differently, rather than as individuals trying to “win” a conversation.

Discussion Prompt 1: Pick any three weapons of influence discussed in Influence: Science and Practice. For each, describe how the weapon could be used to enhance compliance in what you would consider to be an unethical or exploitative manner, and also in a manner that you would consider to be appropriate or non-exploitative manner.

According to Cialdini (2009), Reciprocation is a powerful weapon of influence because it “often produc[es] a yes response to a request that…would surely have been refused” (p. 23). This weapon can be deployed with “uninvited first favors” (p. 49) which we feel indebted to respond to, even against our normal judgement. One real life example I experienced in seeing this weapon used in an exploitative manner is when my husband and I were looking to hire a contractor to remodel our bathroom. We were invited to attend an evening seminar hosted by a remodeling agency. During the seminar, they provided dinner (CITE Aronson), sent us home with gift bags that include coupons, and hosted a raffle where we won a $100 gift card. In retrospect, all these offerings were attempts to gain our business using reciprocation. Of course, we reached out to schedule a meeting with one of their team members, considering the evening of information and gifts they provided. Unfortunately, our email exchange and conversation with their representative went so poorly that we knew they were not the right fit for us, but I am sure they won others over simply because of their tactics and not necessarily based on the quality of their work. This weapon could have been used more appropriately if the design company had offered to refer us to other companies or simply not pressures us to sign a contract with them before the evening was over.

A second weapon of influence that I see occur on social media is when individuals use perceived Authority to sell products or services to their followers. An extreme example of this could be when a person pursues a doctorate in a certain field, let’s say philosophy, but decides to use their title of doctor to speak about the dangers of modern sunscreen and sell homemade versions instead. People will look to their profile, see the title of “doctor” and assume that this individual knows what they are talking about. They may be inclined to purchase ineffective or even harmful products from this individual believing that because they are a doctor, they can be trusted. This person is simply using their perceived authority to profit from their followers. Alternatively, there are many doctors on social media who use their authority to educate people on their area of expertise, do not profit from their accounts, and will defer to others who are experts in their field when needed.

The third weapon of influence I have seen in daily life are the phone call and text scams that use the weapon of time Scarcity to get people to act quickly without thinking. My dad shared an example of this where he received a phone call saying that he had not paid his electrical bill and if he did not immediately provide his credit card information over the phone, the power would be turned off. His first thought was not to question the urgency of the request or why the bill he had already paid wasn’t processed. The fear of time running out caused him to begin searching for his credit card to pay over the phone. Luckily, it took him long enough to get to his wallet that he realized this was a scam caller and not a legitimate request. Seeing this weapon used in a non-exploitative manner may be a scenario where I sign up to be notified when a certain popular book I want is released. I may receive an email letting me know that the book I want is available, but there are limited quantities, and I should act quickly if I want to order a copy. Since I requested the notification knowing that the early editions of the book are limited, I still have the time to decide if I truly want to order as soon as I can or if I can wait until more copies become available. Knowing that they are limited does not have the same power over me to act quickly without thinking but rather informs how I will proceed with the timing of my purchase.

Discussion Prompt 2: With respect to OGL 520, describe what you would consider to be the three most important lessons you learned about how social psychology can be applied in a leadership context. How does understanding social psychology make you a better leader?

The three most important lessons I learned about how social psychology can be applied in a leadership context are as follows:

Flexing Leadership my leadership style – Flexible Leadership (Yukl & Mahsud, 2010) and Situational Leadership (Hersey, P. & Blanchard, H., n.d.). After reading these articles and completing the EQ assessment, having a better understanding of my core behavioral and leadership styles is essential to knowing the situations and team members with whom I need to flex my style. Strengthening my leadership flexibility will make me a more effective leader, both now and in the future as I will be better prepared to communicate with my peers and direct reports and can be better prepared to step into new situations that may require a different style of leadership. I can better meet my team and my organizational exactly where they are at and not expect them to change to meet my own needs.
Fiske’s Central Social Motives – My organization undergoes major organizational every other year and smaller teams like mine often shift leaders throughout the year depending on how our broader organization is structured. I find myself often having conversations about previous organizational changes, potential upcoming changes, and, when applicable, current changes. Understanding Fiske’s Central Social Motives makes me a better leader because I can shift my focus from maintain productivity and make sure that my team feels a sense of belonging, that they are understood, provide them with information to give them a sense of control, tell them that they matter, and keep their trust in the face of the unknown. Addressing their underlying needs first will help keep their morale and productivity high and reduce potential turnover without the need to focus specifically on metrics throughout the change.
Continuing the practice of maintaining a team charter (Pilette, 2017) to gain commitment from my team – combining Pilette’s recommendation of a team charter with Cialdini’s (2009) public acts of commitment is, for me, a tried-and-true way to build and sustain commitment from my team. Maintaining a team charter has empowered my team to prioritize their workload, given them a vision they can rally around, and provided an opportunity for them to commit to being a team they want to work on. I have seen less in-fighting and more collaboration after implementing the creation of a team charter and believe in its effectiveness in the workplace.

Discussion Prompt 3: Think of an interpersonal leadership or communication challenge you currently have with someone (this could be at work, or with a family member or friend) that you can connect with any of the tools, strategies, or techniques you have learned in this course. If nothing at all comes to mind, you can invent a scenario.

I recently had to present to the VP of my organization the key focus areas for my team in 2025. I do not interact with this leader on a regular basis and was not sure how aware he is of the value my team brings to the organization. Historically, my team has been overlooked as our projects are not as exciting or urgent as others and I often do not get the opportunity to highlight our value in such a direct setting. Understanding Aronson’s three factors to increase the effectiveness of my communication was key to delivering a succinct and clear message on what my team is accomplishing this year.

I started with understanding my audience and working within the time I was allotted to share (which was approximately five minutes). My key audience member was the VP, and I knew I needed to flex my communication style to a more direct approach given the short time I had. This leader had explicitly asked for a few key comments and was not looking for an in-depth, data-driven PowerPoint. This gave me a better understanding of my leader’s mood and mindset (Aronson, 2018). He was curious about my team’s focus and wanted the call to be a conversation, not a presentation. I wrote down the important points I wanted to cover and rehearsed my notes in my head. I focused my discussion on facts and some key personal examples of feedback provided by the businesses I support knowing that this was the most impactful way to relay my message. Using facts and personal examples was key because it balanced the data I had with actual feedback from his other departments. This showed that my team was listening to what was important to the business and using data to drive our focus for the year. Using this technique also allowed me to stay within my allotted time and still get my point across. The presentation was successful as the leader agreed with the value of what my team was focusing on and did not have to ask clarifying questions to get a better understanding.

Discussion Prompt 1:

Pick any three weapons of influence discussed in Influence: Science and Practice. For each, describe how the weapon could be used to enhance compliance in what you would consider to be an unethical or exploitative manner, and also in a manner that you would consider to be appropriate or non-exploitative manner.

Response:

Influence: Science and Practice

In Robert Cialdini’s “Influence: Science and Practice,” three notable weapons of influence are reciprocation, commitment and consistency, and social proof. Each can be applied in both ethical and unethical ways, affecting compliance and behavior.

Reciprocation

Unethical Use: Reciprocation can be manipulated exploitatively, for instance, by giving a small gift or favor with the expectation of a significantly more significant return. This tactic preys on the social obligation to reciprocate, often used in high-pressure sales tactics. For example, a salesperson might offer a “free” gift to potential customers and then pressure them into making a large purchase to reciprocate the kindness (Cialdini, 2009, p. 227).

Ethical Use: When used ethically, reciprocation fosters positive social interactions and builds trust. For instance, companies can provide value upfront by offering helpful resources or free trials with no strings attached, allowing customers to make informed decisions. This approach respects the customer’s autonomy and builds genuine goodwill, increasing the likelihood of future business (Cialdini, 2009, p. 228).

Commitment and Consistency

Unethical Use: The commitment and consistency principle can be exploited by making people commit to small, seemingly harmless actions that gradually escalate into more significant obligations. Cults often use this tactic, starting with benign requests and progressively increasing the demands on members, making it difficult for them to back out due to their desire to appear consistent (Cialdini, 2009, p. 229).

Ethical Use: On the other hand, this principle can be employed ethically, e.g., to encourage people to identify and achieve their own goals that are meaningful to them. For instance, a fitness program might start with small, manageable goals and gradually increase the intensity, fostering a sense of achievement and consistency in healthy habits (Cialdini, 2009, p. 230).

Social Proof

Unethical Use: Social proof can be misused by creating a false sense of popularity or approval. For example, businesses might use fake reviews or testimonials to create an illusion of widespread support, manipulating potential customers into conforming to perceived social norms (Cialdini, 2009, p. 231).

Ethical Use: Ethically, social proof can be used to highlight genuine success stories and positive feedback from real customers. By showcasing authentic testimonials and case studies, businesses can build trust and credibility, helping potential customers make informed decisions based on the experiences of others (Cialdini, 2009, p. 234).

Conclusion

To understand and use the principles of influence, ethical consideration, and responsibility are required. These weapons of influence can be powerful tools on their own to enhance compliance and behavior if used the right way while keeping the autonomy, trust, and the nature of the interaction positive. It is, therefore, possible to leverage these principles with ethical practices to develop meaningful and beneficial relationships.

References:

Cialdini, R. B. (2009). Influence: Science and Practice (5th ed.). Pearson.

Discussion Prompt 2: With respect to OGL 520, describe what you would consider to be the three most important lessons you learned about how social psychology can be applied in a leadership context. How does understanding social psychology make you a better leader?

Response:

Social psychology provides critical insights into human behavior that are essential for effective leadership. Three of the most important lessons I have learned from OGL 520 about applying social psychology in a leadership context are the power of social influence, the mechanisms of conformity and obedience, and the role of self-justification in decision-making. As these lessons are based on basic theories and are research-backed, then they are essential for improving leadership effectiveness.

Firstly, understanding the power of social influence is crucial for leaders. As detailed in Cialdini’s (2009) work on influence, social influence can shape people’s behaviors, attitudes, and beliefs. For instance, the principle of reciprocation argues that people will return favors, which can be put to use to foster cooperative relationships in a team (Cialdini, Chapter 2). Additionally, the concept of social proof highlights that people tend to follow the actions of others, especially in ambiguous situations (Cialdini, Chapter 4). By recognizing these principles, leaders can foster an environment where positive behaviors are modeled and reinforced, ultimately leading to a more cohesive and productive team. This aligns with Aronson’s (2018) assertion that social influence significantly impacts individual and group behavior (Aronson, Chapter 2).

Furthermore, the role of authority as a source of influence cannot be overemphasized. Cialdini (2009) points out that people tend to obey authority because they perceive the authority figure as legitimate and knowledgeable (Cialdini, Chapter 6). This realization can help leaders build trust and manage their teams properly. To lead effectively and gain the trust of their team members to excel in their perform

ance, leaders must embody the characteristics of an authority figure.

The influence of conformity and obedience is crucial in shaping leadership dynamics. Aronson (2018) explains that people often conform to social norms and obey authority figures due to a desire for acceptance and fear of negative consequences (Aronson, Chapter 4). This understanding can help leaders create a culture where conformity to ethical standards and organizational values is the norm. Furthermore, leaders are in a position to use their authority conscientiously to steer their teams in the right direction as far as the accomplishment of organizational objectives is concerned. As such, leaders should be aware of the potential benefits as well as the risks of conformity and obedience in the workplace. Based on this knowledge, they should prevent the negative impacts and encourage the right things to be done in the workplace. In his work in 2010, Hogg delves deeper into the idea of identity and its impact on behavior as an element for leaders to grasp when navigating team interactions (referencing Hogg Chapter 31).

In addition, the research by Vecchi, Van Hasselt, and Romano (2005) on crisis negotiation highlights the importance of understanding social psychology in high-stress situations. Their findings underscore the significance of building rapport and trust to manage conflicts effectively (Vecchi et al., 2005). Leaders who understand these principles can navigate challenging situations with greater ease and foster a supportive team environment.

Lastly, the role of self-justification in decision-making is a critical lesson for leaders. In his 2018 work, Aronson explores how people tend to justify their behaviors to uphold self-perception despite their imperfections (Aronson, Chapter 3 ). This internal conflict can result in making choices and being hesitant to embrace change. Leaders who grasp this idea can effectively manage their mental prejudices and assist their team members in doing the same. In this way, leaders can reduce the impact of the self-justification effect and increase the sensitivity to the feedback by encouraging accountability and openness to the feedback. Muller (2010) has also investigated leadership competency profiles, and his research highlights self-awareness and the ability to analyze ineffective leadership behaviors as key leadership qualities critically (Muller, 2010).

Moreover, understanding the principles of social cognition, as explained by Aronson (2018) in Chapter Two, can give leaders an idea of how individuals develop perceptions, meanings, and memories about themselves and other people. This knowledge can assist leaders in their efforts to improve their communication skills and develop better relationships with their team members.

Thus, social psychology is learned about; it offers an understanding of social influence, conformity, obedience, and self-justification. These principles enable leaders to encourage desirable behaviors, promote moral working environments, and enhance the decision-making processes. Thus, lessons learned can be used to help leaders become more efficient in directing their teams to success.

References:

Aronson, E. (2018). The Social Animal (12th ed.). Worth Publishers.

Cialdini, R. B. (2009). Influence: Science and Practice (5th ed.). Pearson Education.

Fiske, S. T., Gilbert, D. T., & Lindzey, G. (2010). Handbook of Social Psychology (5th ed.). Wiley.

Hogg, M. A. (2010). Influence and leadership. In S. T. Fiske, D. T. Gilbert, & G. Lindzey (Eds.), Handbook of Social Psychology (5th ed., pp. 1166-1207). Wiley.

Muller, R., & Turner, R. (2010). Leadership competency profiles of successful project managers. International Journal of Project Management, 28(5), 437-488.

Vecchi, G. M., Van Hasselt, V. B., & Romano, S. J. (2005). Crisis (hostage) negotiation: Current strategies and issues in high-risk conflict resolution. Aggression and Violent Behavior, 10(5), 533-551.

Discussion Prompt 3: Think of an interpersonal leadership or communication challenge you currently have with someone (this could be at work or with a family member or friend) that you can connect with any of the tools, strategies, or techniques you have learned in this course. If nothing at all comes to mind, you can invent a scenario. Describe the situation and develop a plan that draws on social psychological principles (cite your sources) to help you resolve the issue.

Response:

At the moment, I am facing a problem with a colleague at work in connection with stakeholder management for the ongoing project. A feature of this individual is that they do not cooperate but instead oppose the collaborative approach as opposed to relying on the team for support. This creates friction, particularly when aligning our strategies with the stakeholders’ expectations. To address this situation, I plan to draw on several social psychological principles and leadership theories we have studied.

First, the concept of social cognition (Aronson, Chapter Two) provides a valuable framework for understanding my colleague’s behavior. Social cognition involves the way individuals process, store, and apply information about other people and social situations. By understanding my colleague’s perspectives and motivations, I can better empathize with their reluctance to collaborate. They might feel like their independence or skills are at risk in this scenario; if that happens, I would handle it by acknowledging their abilities and positive impact on the project. A strategy, with the self-validation theory (Aronsons chapter). By recognizing their significance, I can lessen their reactions and encourage a spirit of teamwork.

Furthermore, conformity (Aronson in Chapter Four) and commitment and consistency (Cialdini in Chapter Three) are important in building teamwork. For instance, facilitating my colleague’s participation in some small group activities can lead to their commitment to more group collaboration. This is based on the theoretical premise that people endeavor to maintain behavioral and cognitive congruence. Thus, we can establish a team culture that matches their need for self-consistency by slowly involving them more in the process.

An essential aspect of addressing this challenge is through problem analysis (Matthews et al., 2015). Through a needs assessment and gathering input from focus groups, I can determine the specific barriers and enablers to our team dynamics. This is in line with the Health Action Process Approach (Derksen et al., 2022a, 2022b) that focuses on the move from intention to action. To that end, I will be able to devise specific strategies to solve the core issue of the communication problem by identifying these dynamics.

Additionally, drawing on the Capability-Opportunity-Motivation-Behaviour (COM-B) model(Gallant et al., 2020; Michie & Stralen, 2016), I can design interventions that target my colleague’s capability, opportunity, and motivation to collaborate. For instance, skill-building exercises and role-playing can improve their capacity while creating collaboration through structured meetings and discussions, which can be facilitated by creating opportunities for collaboration. Of course, motivational strategies can include acknowledging their contributions and making collaboration relevant to them on a personal level to encourage their participation further.

Another key principle is the authority concept (Cialdini, Chapter Six). As a leader, I need to leverage my position to model collaborative behavior and emphasize its importance for project success. Demonstrating the positive outcomes of collaboration through my actions and decisions can influence my colleagues to follow suit. Additionally, using persuasion techniques(Cialdini, Chapter Five) such as social proof and liking can further encourage their participation. Highlighting examples of successful collaboration within our team or from previous projects can serve as social proof that teamwork leads to success. Building a positive rapport with my colleague can also increase their willingness to collaborate.

The theoretical foundations for analysis (Nagda, 2006; Cohen et al., 2012) provide different lenses through which to analyze communication challenges, from individual cognitive processes to group dynamics and social contexts. Incorporating intergroup contact theory and identity threat perspective can help me understand and address any underlying social and psychological barriers affecting my colleague’s behavior.

In conclusion, using social psychological principles such as social cognition, self-justification, conformity, commitment and consistency, authority, and persuasion, I can tackle the communication problem with my colleague. These strategies are also in harmony with the theories and techniques that we have learned in this course. Through understanding, empathy, and strategic influence, I can create a more cohesive and productive team dynamic.

References:

Aronson, E. (2012). The Social Animal (12th ed.). Worth Publishers.
- Chapter Two: Social Cognition
- Chapter Three: Self-Justification
- Chapter Four: Conformity
Cialdini, R. (2009). Influence: Science and Practice (5th ed.). Allyn & Bacon.
- Chapter Three: Commitment and Consistency: Hobgoblins of the Mind
- Chapter Five: Liking: The Friendly Thief
- Chapter Six: Authority: Directed Deference
Derksen, C., Dietl, J., Haeussler, F., Steinherr Zazo, M., & Schmiedhofer, M. (2022a). Behavior Change Training for Pregnant Women’s Communication During Birth: A Randomized Controlled Trial. Applied Psychology: Health and Well-Being.
Derksen, C., Kötting, L., Keller, F., Schmiedhofer, M., & Lippke, S. (2022b). Psychological Intervention to Improve Communication and Patient Safety in Obstetrics: Examination of the Health Action Process Approach. Frontiers in Psychology.
Gallant, A., Bishop, A., Cassidy, C. E., Egar, J., & Curran, J. (2020). Using Behaviour Change Theories to Understand Pediatric Emergency Discharge Communication Interventions. Pediatric Emergency Discharge Communication.
Matthews, J., Hall, A., Hernon, M., Murray, A., Jackson, B., Taylor, I., Toner, J., Guerin, S., Lonsdale, C., & Hurley, D. (2015). A Brief Report on the Development of a Theoretically-Grounded Intervention to Promote Patient Autonomy and Self-Management of Physiotherapy Patients: Face Validity and Feasibility of Implementation. BMC Health Services Research.
Michie, S., & Stralen, M. V. (2016). Abstracts of Current Knowledge Translation Research Literature. Journal of Neurologic Physical Therapy.
Nagda, B. A. (2006). Breaking Barriers, Crossing Borders, Building Bridges: Communication Processes in Intergroup Dialogues. Intergroup Dialogues.

Prompt 1:Pick any three weapons of influence discussed in Influence: Science and Practice. For each, describe how the weapon could be used to enhance compliance in what you would consider to be an unethical or exploitative manner, and in a manner that you would consider to be appropriate or non-exploitative manner.

The three weapons of influence: Reciprocity, social proofing, and authority

Reciprocity

Reciprocity, in weapons of influence, is described as a rule that “says that we should try to repay, in kind, what another person has provided us,” (Cialdini, 2009). Two examples of how this can be used to enhance compliance are:

An unethical example would be when one day I was at Dodger Stadium, and on my way out a person said, “Do you want free Dodger tickets, we just need your email so you can be in the pool to win tickets”. I complied and then was informed I had to do a seminar, I had to go to Anaheim, I had to do A, B, and C and It was a trap is all I can say. Something so easy turned into commitment, travel, and a lecture. No thanks. I backed out of the activity because he did not inform me of the whole situation.

An Ethical Use example would be when I purchased my car, completely on my terms. I had done the investigation. The salesman at the dealer did not up sale me nor did he try to get a bigger down payment. He complied with my wishes. It was good business on each end. He got the sale; I got the car I wanted. And a couple weeks later he sent a card of appreciation. And I hoped all was well and I enjoyed my car.

Social Proof

Social proofing theory is “popularized by psychologist Robert Cialdini, maintains that a person who does not know what the proper behavior for a certain situation is will look to other people to imitate what they are doing and to provide guidance for his actions” (Psychology Notes HQ, 2015).

Unethical Use: One example of this is when I was buying a sweater with an embroidered dog photo. I had purchased 3 sweaters, and the reason I purchased them was because online reviews said that the sweaters were great, and the pictures shown were extraordinary. Come to find out it was not what it seemed, and it was poor quality, and I was flabbergasted at the quality. This proved that online reviews are often manipulated and fake, so it attracts people to buy them.

Ethical Use example: The example that comes to mind is food places when they go viral and people post about them tasting the food, and what their opinions are. This can get people’s honest opinions, and this can potentially bring in other customers. This gives genuine feedback from customers.

Authority

Unethical Use: An example of misused authority can be when companies use fake information and falsify expertise to sell a product or service so that way people are not well informed by their product or services. When this happens people tend to make bad choices that can affect them.

Ethical Use: What comes to mind is when I visited a chiropractor and the amount of information they were able to share about the many ways we can take care of our bodies. As people we expect our healthcare providers to know what is best, and even though we see them once a year possibly we expect their opinions to matter and be expert opinions. This is a great example of the use of authority.

These weapons of influence can be powerful tools to influence people. We hope in this world that they are used ethically and not used to benefit someone in the wrong way. We hope for honesty and that whatever influence happens it is beneficial to all sides involved.

Three of the most important lessons I learned about how social psychology can be applied in a leadership context are persuasion, conformity, and communication. Persuasion is extremely important when it comes to social psychology because humans are highly persuaded. As humans, we are persuaded by everything, and now with social media, technology, and advertising it is easier for people to be influenced and persuaded. This is important as a leader because knowing what persuades your people can help you understand your people.

Conformity is an important lesson as well because various components make up this lesson. Conformity is “changes in a person’s behavior or opinions as a result of real or imagined pressure from a person or a group of people,” (Aronson, 2019). This is important as a leader because it is important to know who you are working with. Many times, people fall to what other’s opinions are and follow those opinions. Group thinking is big too and as a leader, this can be encountered so it is important to know how conformity works as a leader.

Communication is probably one of the most important topics. As a leader one must be able to communicate and be able to give directions, as well as handle hard conversations when it is time to. It is important to also be a listener and listen to your employee or anyone’s general thoughts or feelings. Being able to communicate is key as a leader.

Understanding social psychology enhances leadership skills by creating empathy and giving perspective to the situations. By being empathetic we as leaders can connect with members of our team on a different level. This can also help by addressing team members’ needs effectively. As mentioned above, this can Improve communication. Communication with your team members can allow clear directions and clear goals. The last would be being able to resolve issues effectively. Understanding the psychological factors that create problems, and understanding can help mitigate conflicts and result in more resolutions. As a result, as leaders we need to be intoned with our social psychology understanding because we can relate and communicate and understand people in general by this. Ultimately resulting in a better outcome.

One of the biggest issues I currently have is with an associate I have in a department. This associate is one of the tenures in the company. Been with the company for probably ten-plus years. This man is on the older side, and right off the back, I am fully aware that older folks don’t take direction from a young person. There are a lot of pushbacks. Some tools I can use are commitment consistency and the concept of characteristics of the audience. Knowing your audience is important when communicating with different people, according to Aronson, “People differ, some are more difficult to persuade,” (2019). Personality and politics are important to understand as well. Sometimes a conversation that I am having with another associate won’t necessarily work on the associate I am having an issue with. Otherwise, it is important to stay committed and consistent with the issue and continue to assess and make sure I am relating and giving appropriate direction. Knowing my audience and maybe approaching the situation differently can also help.

References

Psychology Notes HQ. (2015, August 31). What is the Social Proof Theory? – The Psychology Notes Headquarters. The Psychology Notes Headquarters. https://www.psychologynoteshq.com/social-proof/\Links to an external site.

Discussion Prompt 1:

Cialidini (2005, p176-178) discusses the power of authority pressure. I have observed leaders who abused the power of their position for personal gain. Whether they have the power to ruin a career makes no difference if the recipient believes that what they are threatening can happen. Authority, however, has the impact of making positive change as well. On a submarine, the Commanding Officer can single-handedly affect the command climate. When they do not abuse their position’s power and look out for the well-being of the sailors who work for them, a more productive crew springs forth.

Scarcity is another weapon of influence that can be used for vile purposes. Cialdini (2005, pg 201-202) discusses how businesses use the scarcity principle to sell a product by telling customers that this is the last one or “These are flying off the shelf”. Scarcity can be used to encourage healthy competition in the workplace. Certain qualifications are somewhat difficult to obtain in the submarine community because we are sometimes limited by the number of reactor startups and shutdowns we perform. Personnel are required to conduct one of each as part of the qualifications. I would be upfront and honest with the sailors saying that I would choose the sailors to perform the practical factor based on their performance and exam scores. It encourages the sailors to make time to study for their exams to demonstrate their desire to be put on the watchbill for the next startup.

The power of commitment would be the third weapon of influence. As described in our readings, commitment can be used in unscrupulous ways to sell cars and encourage people to buy products they do not need. Commitment is discussed mostly from the aspect of getting people to purchase a product or to gain favor. As a leader, the power of commitment to our personnel can be equally advantageous. Committing to your people to improve their quality of life and look out for their overall well-being goes a long way. However, one must be careful to not over-commit. The word “promise” is extremely powerful. I make it a point to never use the word “promise “when talking to sailors. As a junior sailor, I experienced a leader making promises and when they could not keep the promises made, trust was shattered and created significant animosity within the division.

Discussion Prompt 2:

Working with large groups of people that work together to resolve problems, I found Clayton (2020) discussion on group think to be valuable to my job as a leader in a project management environment. Understanding the social psychology aspects of people allows me to identify potential issues within a group. Understanding social proof allows me to understand why this phenomenon occurs and will allow me to convene a team who are free thinkers who are willing to voice their opinion regardless if goes against the what the group wants.

The deep dive into emotional intelligence was eye-opening. Taking the emotional intelligence quizzes provided insight into what areas I can improve to improve my efficacy as a leader. I can utilize the different subsets of emotional intelligence such as motivation to keep my team engaged. A leader’s ability to empathize with their team makes them makes them approachable. Also, the ability to recognize and understand the emotional status of my team allows me to make adjustments to bring them back on track.

Aronson’s (2018, pg.73) discussion of self-fulfilling prophecy was extremely interesting. While I understood that a leader’s mindset can affect the team, understanding the social-psychological aspect was eye-opening. I have made it a point to take a step back before stepping into a potentially hostile situation and get myself into the correct mindset before engaging. I understand that it will not always work out in my favor, it is a fantastic tool to add to my leadership toolbox.

Discussion Prompt 3:

At work the past couple of weeks, my team has been tense because we have a major certification coming up in a few months. Some members feel like they are carrying a greater share of the load than others. We have had a couple of emotional outbursts where I had to realign the team. I took the individuals aside and discussed in private what was the catalyst for their outbursts. Last week when I was traveling there was a pretty significant falling out and this past Saturday, I was mediating two fairly senior people engage in behavior that was less than professional. So I sent a text out to the group letting them know that Monday morning there would be a discussion.

Knowing that I had reached the limit of my patience, self-regulation was going to be crucial. I wrote down my talking points and separated them into priority and tertiary points. The reason I separated in this manner is because I knew that talking about the priority tasks was going to anger me and there was a possibility that I might start yelling. Aronson (2018) discusses how consistency is important in social settings. I knew, however, that if I started yelling then I would lose the group, and listening would cease. At the end of my discussion, I gave them an hour to develop and write down what they believed the goals were for our team. They were also to include a plan for accomplishing those goals. Once they wrote down and developed the goals and I concurred, I had all the individuals write an email that stated what our goals were to the group email distro. I incorporated the commitment principle Cialdini (2005) discusses in Influence. Even though it has only been two days I have noticed an increase in productivity.

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