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Ed Batista, Interpersonal Dynamics, Class 5: Social Identity

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This is a condensed deck from the fifth class of my Winter 2016 section of Interpersonal Dynamics (aka Touchy Feely) at the Stanford Graduate School of Business (aka @StanfordBiz).

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Ed Batista, Interpersonal Dynamics, Class 5: Social Identity

  1. 1. Dynamics Interpersonal Ed Batista Winter 2016 CLASS 5: SOCIAL IDENTITY
  2. 2. Social identity Halvorson (Getting to “Us”) Positive impact in the workplace Sense of group identity = Higher morale & productivity
  3. 3. Social identity Henri Tajfel & John Turner Group memberships shape individual identity Stems from a basic cognitive process = Tendency to group things together
  4. 4. Social identity But we exaggerate… 1. Differences between groups 2. Similarities within groups = Inevitable stereotypes
  5. 5. Social identity Continuum of social behavior Intergroup Interpersonal
  6. 6. Intergroup Photo by U.S. Army [link]
  7. 7. Intergroup Photo by Neon Tommy [link]
  8. 8. Interpersonal Photo by Tania Cataldo [link]
  9. 9. It’s usually both Photo by Anne Worner [link]
  10. 10. Social identity Photo by Daniel Hartwig [link]
  11. 11. Stereotype threat Photo by Renato Ganoza
  12. 12. Microaggressions Photo by Igor Spasic [link]
  13. 13. Microaggressions Need not be “aggressive” Stereotype threat (or identity threat)
  14. 14. Discuss with your Why these topics in this course? partner
  15. 15. Emotion (Management ≠ suppression) 3 aspects… management
  16. 16. Emotion 1. Self-management Recognize likely triggers & learn to self-soothe when flooded management
  17. 17. Emotion 1. Self-management 2. Managing others’ emotions Step into difficult conversations without triggering a threat response management
  18. 18. Emotion 1. Self-management 2. Managing others’ emotions 3. Managing a group’s emotions Sense & influence group-level emotions (which are contagious) management
  19. 19. Social identity Typically generates strong emotions…why? Many social IDs have status implications All social IDs involve relatedness
  20. 20. Social identity Difficult conversations usually involve… Relative status differences Increased social distance Likely to trigger a threat response
  21. 21. Threat response Intended to yield 1 of 3 outcomes… Fight (Overpower the stimulus) Flight (Escape from it) Freeze (Hope it goes away) Rarely helpful in a difficult conversation
  22. 22. A vicious cycle We rarely discuss social IDs across differences We fail to develop the necessary skills When compelled, we’re unprepared The conversation goes badly We avoid the topic Repeat
  23. 23. Consciousness Competence 1 2 3 4
  24. 24. 1 2 3 4 Consciousness Competence We’re unskilled. We need guidance. We’re self-conscious. We need practice.
  25. 25. Dynamics Interpersonal For more: