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Phenomenons related to individual performance
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Individual
performance
Social
Loafing (Ringelmann effect)
is a concept that describes that people are prone to put in less effort in a
team rather than when working individually. Ringelmann made an experiment with
a large group of people pulling the rope. The bigger the group, the less effort
every participant will put in. There are many reasons to lack motivation while
working in a team:
Social Loafing |
Free-rider-effect – some
people may just lay back knowing that others will do the work, hiding back
their ideas and actions thinking that others are stronger and better and can get
the job done better. Having one free-rider in the team may affect the motivation
of all the members. If this happens repeatedly, others can get a feel of being
exploited and unsatisfied.
The Sucker Effect – when one of the team members refuses to do the work and leaves from the team. He leaves the team because he doesn’t want to be the sucker.
How to avoid social
loafing:
-
Limit the group size – if you want great
ideas for brainstorming, make a big group. But if you want to get things done,
make small group
-
Set clear and challenging goals – if the task is too easy, chances of loafing increase
-
Benchmarking with another group – take
other teams as an example
-
Make individual contributions identifiable
-
Increase involvement – point out the
importance of the individual effort
Individual Performance |
Risky
Shifting
An individual is less
likely to take any risky action when alone, because of risk factors and the responsibility falls entirely on the individual.
When there is more than
one person, as a group they are more likely to act risky as the responsibility
and risk factors will be evenly distributed amongst all in the group. Therefore
lessening each individual’s sense of responsibility for the action.
Groupthink
When agreeing with the
group leads to dangerous results. Sometimes you will agree not because you have
the same opinion, but because you do not want to feel like an outsider.
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