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The group-member mind trade-off: attributing mind to groups versus group members
1Management and Organizations Department, Kellogg School of Management, Northwestern University, 2001 Sheridan Rd. #360, Evanston, IL 60208, USA. waytz@wjh.harvard.edu
Psychological Science
|December 14, 2011
Summary
People attribute minds to groups, but this reduces the perceived individuality of group members. Groups with a perceived "group mind" are seen as more cohesive and responsible for collective actions.
Area of Science:
- Social Psychology
- Cognitive Science
- Group Dynamics
Background:
- Humans commonly attribute mental states to individuals to understand behavior.
- The extent to which people attribute minds to groups (e.g., companies, collectives) is less understood.
- The consequences of attributing minds to groups for both the group and its members remain largely unexplored.
Purpose of the Study:
- To investigate the attribution of mind and responsibility to groups and their individual members.
- To examine the relationship between attributing a "group mind" and attributing individual minds to group members.
- To explore how perceived group mind influences perceptions of group cohesion and responsibility.
Main Methods:
- Experimental investigation of mind and responsibility attributions.
- Comparative analysis of attributions made to groups versus individual members.
- Assessment of perceived group mind, cohesion, and responsibility.
Main Results:
- A significant trade-off was observed: increased attribution of a "group mind" correlated with decreased attribution of individual minds to members.
- Groups perceived to possess a stronger "group mind" were also judged as more cohesive.
- Groups with a higher perceived "group mind" were deemed more responsible for their collective actions.
Conclusions:
- People do attribute minds to groups, influencing how they perceive both the collective and its members.
- Attributing a "group mind" can diminish the perceived individuality of group members.
- These attributions have significant implications for understanding group perception and the assignment of responsibility.
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