An Experiment on Conformity to Group Norms Where Conformity is Detrimental to Group Achievement

Abstract

constituted, then the relationships are interdependent. Arguing from another point of view, we might assess the strength of the pattern by asking what elements in the original pattern seem more impervious to the induced change, for certainly resistance to externally induced change is strong evidence that relationships are structured. In the present experiment, the answer to this question is that emotional attachments change little at all, while behavior shifts radically. Thus, an apparent paradox is produced by the experimental procedures; we argue that there is a structure if, following treatment, behavior of the subject changes so as to fall in line with the new pattern; yet we say that the strongest elements in the initial pattern are emotional attachments because they resist change. One solution to the paradox lies in the independence between patterns of behavior and patterns of attachments. The emotional ties are stronger and more persistent than the behavioral patterns, but the significant point is that before the change their positive and negative aspects coincide with the behavioral patterns. After the change, they do not. Evidently behavior and attachments, coinciding in the original phase, have (through differing resistance to induced change) become separated, one from the other, then combined in the final phase where they do not coincide. The new pattern of behavior is superimposed upon the old pattern of attachments. These considerations lead to the conclusion that the coalition pattern is a partially interdependent structure, composed of emotional attachments between members, shared (or unshared) opinions and behavioral patterns which are laterally differentiated in their susceptibility to induced change. The lag in adjusting attachments is greater than the lag in opinions and these are greater than the lag in adjusting behavior. A general hypothesis is that this differential lag in adjustments exists in any group. Formally, this might be stated as follows: In a role structure of some stability, the structure of personal, emotional attachments (positive or negative) is stronger than the structure of common values and beliefs that are relevant to the purpose of the group, and these structures are stronger than the pattern of manifest interaction between members. Further, when the structure is by some means changed, readjustments are made with differential facility in three aspects of a role, such that there is a greater lag in adjusting personal emotional attachments, than in adjusting values and beliefs, and greater lag in adjusting values and beliefs than in adjusting manifest behavior toward others within the structure.