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Social Loafing01:37

Social Loafing

Another way in which a group presence can affect performance is social loafing—the exertion of less effort by a person working together with a group. Social loafing occurs when our individual performance cannot be evaluated separately from the group. Thus, group performance declines on easy tasks (Karau & Williams, 1993). Essentially individual group members loaf and let other group members pick up the slack. Because each individual’s efforts cannot be evaluated, individuals become less...
Impression Management Techniques III: Aligning Actions01:29

Impression Management Techniques III: Aligning Actions

Aligning actions are communicative strategies individuals employ to maintain social harmony and preserve personal identity in the face of potential disruptions to social norms. These actions are particularly important in managing social impressions when one's behavior might be seen as inappropriate, incompetent, or morally questionable.Types of Aligning ActionsThe three principal types of aligning actions are disclaimers, accounts, and apologies.DisclaimersDisclaimers are preventive; they are...
Impact of Individuals on a Group01:25

Impact of Individuals on a Group

In social psychology, the interplay between individuals and groups is a central concern, particularly regarding how individual actions and characteristics influence group processes and outcomes. While much research emphasizes the group's power in shaping individual behavior, it is equally significant to understand how individuals contribute to the functioning, development, and success of groups.Individual Roles in Group Productivity and Decision-MakingIndividuals are not passive participants in...
Groupthink01:34

Groupthink

When in group settings, we are often influenced by the thoughts, feelings, and behaviors around us. Groupthink is another phenomenon of conformity where modification of the opinions of members in a group aligns with what they believe is the group consensus (Janis, 1972). In such situations, the group often takes action that individuals would not perform outside the group setting because groups make more extreme decisions than individuals do. Moreover, groupthink can hinder opposing trains of...
Motivational Bias01:25

Motivational Bias

Cognitive bias results from limitations in thinking and information processing, leading to systematic errors in judgment. Conversely, motivational bias stems from personal desires or emotions, causing distortions in perception to align with self-interest. Motivational bias influences how individuals perceive and attribute causes to events, often shaped by personal needs, goals, and self-esteem preservation. This bias can distort judgment, leading to inaccurate assessments of success, failure,...
Equity Theory01:26

Equity Theory

Equity theory explains how our sense of fairness influences the dynamics of close relationships. Rooted in social psychology, the theory posits that individuals evaluate fairness by comparing the ratio of their contributions to the rewards they receive. Relationship satisfaction is highest when these ratios are perceived as balanced between partners, promoting mutual reciprocity and a sense of justice.Equity vs. Equality in RelationshipsEquity is distinct from equality. Fairness does not...

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Related Experiment Video

Updated: Jun 19, 2026

A Modified Lean and Release Technique to Emphasize Response Inhibition and Action Selection in Reactive Balance
07:19

A Modified Lean and Release Technique to Emphasize Response Inhibition and Action Selection in Reactive Balance

Published on: March 19, 2020

The missing link: Lean leadership.

David Mann

    Frontiers of Health Services Management
    |October 2, 2009
    PubMed
    Summary
    This summary is machine-generated.

    Lean transformations require more than just tools; 80% of success relies on changing leadership behavior and mindset. Senior management

    Related Experiment Videos

    Last Updated: Jun 19, 2026

    A Modified Lean and Release Technique to Emphasize Response Inhibition and Action Selection in Reactive Balance
    07:19

    A Modified Lean and Release Technique to Emphasize Response Inhibition and Action Selection in Reactive Balance

    Published on: March 19, 2020

    Area of Science:

    • Business Management
    • Organizational Behavior
    • Operations Management

    Background:

    • Lean methodologies are often narrowly defined by tools for efficiency and process standardization.
    • The success of Lean initiatives is frequently misattributed to tool implementation rather than behavioral change.

    Purpose of the Study:

    • To emphasize the critical role of leadership practices and mindset in Lean transformations.
    • To highlight that successful Lean implementation is predominantly driven by behavioral shifts, not just tools.

    Main Methods:

    • Analysis of the effort distribution in Lean transformations, distinguishing between tool implementation and behavioral change.
    • Examination of the essential functions of senior management in enabling behavioral change for Lean success.

    Main Results:

    • Tool implementation constitutes only 20% of Lean transformation efforts.
    • Changing leaders' practices, behaviors, and mindset accounts for the remaining 80% of the effort.
    • Senior management's active involvement is crucial for fostering the necessary conditions for this 80% effort.

    Conclusions:

    • Durable Lean success is contingent upon senior management's commitment to changing leadership behaviors and mindsets.
    • Effective Lean leadership involves establishing cross-boundary governance, a long-term process vision, and accountability.
    • When senior leaders model Lean principles, a sustainable Lean culture and leadership mindset emerge.