Social Identity Theory and Conflict in Organizations

The part of our identity that comes from the groups we belong to and share similarities with.

This theory suggests our sense of self comes partly from the groups we belong to, not just our individual traits.

A sense of who you are based on your unique qualities, like personality, interests, and skills.

A feeling of pride and belonging that comes from being part of a group.

SIT explains how groups can influence our behavior and contribute to our sense of self.

The extent to which we identify with a particular group and consider it a part of our own self.

The benefits that can arise from strong team identification, such as increased commitment, motivation, and cooperation.

The potential downsides of strong team identification, such as groupthink, prejudice, and conflict.

The theory that explains how our sense of self is influenced by the groups we belong to.

Feeling positive about your own group and seeing them as distinct from other groups.

Negative attitudes or beliefs towards people who belong to a different group.

A study that shows how easily people create 'us' vs 'them' divisions, even without strong reasons.

How social identities can influence how we act and behave in groups.

Making a group feel unique and special compared to other groups.

The feeling of being part of a respected and admired group.

The mental process of sorting people into categories (e.g., nationality, gender, profession). It's how we organize our social world.

The feeling of belonging to a specific group and identifying with its shared values, beliefs, and behaviors. It's like saying 'I am a member of this group.'

Comparing your own group (in-group) to other groups (out-groups) often favoring your in-group. It can lead to biases.

This is the range between individual actions (influenced by personal traits) and group actions (influenced by group norms).

The strength of identification with a social group can vary in different situations and at different times. We highlight certain identities based on the context.

This concept describes when a social identity becomes more noticeable and influential, often due to specific situations or events.

The process of changing behavior and actions based on the dominant social identity in a specific situation.

The feeling of belonging to a group can lead to conflict if groups within the same organization compete. This tension arises when individuals identify more strongly with their workgroup than with the overall company, creating an 'us vs. them' mentality.

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Creating clear distinctions between teams, like giving them separate spaces or uniforms, to enhance the feeling of belonging.

Teams with strong identification often go beyond normal duties to help the group.

Highlighting shared goals and benefits creates a sense of unity and purpose for the team.

High identification with work can lead to overworking, even to the point of neglecting personal life.

Strong identification with a company can lead to accepting unethical behavior if it benefits the organization.

High identification with a team can lead to conformity, which might stifle creativity and new ideas.

The feeling of being part of a team can lead to increased job satisfaction, commitment, and engagement.