Zimbardo

Study
How Roles can influence our Behaviour

The Infamous Prison

Experiment
An experiment was conducted in 1973 in Stanford by Dr
Philip Zimbardo.
Aim was to investigate the behavioural changes in the
subjects
Role play of guard and prisoner that simulated prison
life.
This experiment was stopped abruptly because of the
severe repercussions it had .

Findings from Experiment

Both guards and prisoners settled into their new roles,
with the guards adopting theirs quickly and easily.
Guards began to harass prisoners
Behaved in a brutal and sadistic manner and enjoyed it.
The prisoners developed submissive behaviour .
Some even began siding with the guards against
prisoners who did not obey the rules.
The subjects started considering themselves as real
prisoners

Conclusion from Experiment

People readily accept the social roles they are expected

to play
The prison environment was an important factor in
creating the guards brutal behaviour (none of the
participants who acted as guards showed sadistic
tendencies before the study).
Zimbardo also glossed over the fact that not all of the
guards showed sadistic tendencies, with some seeking
to actively help the prisoners and show sympathy
towards them.

Key Concepts
DISPOSITIONAL - Explaining behaviour in terms of an
individual's personality.
SITUATIONAL - Explaining behaviour in terms of
environmental factors.
DEINDIVIDUALIZATION - When an individual loses their
sense of self (i.e. individuality). This could occur when
wearing a uniform, as people conform to the social role
of the uniform

Organisational Behaviour
If the guards had been given stricter guidelines then there may
have been fewer sadistic tendencies.
Group Dynamics plays a pivotal role in organisations
Every employee has different responsibilities
Their responses are influenced by their personal traits and
environmental factors
Some employees with authority and power show patronizing
behaviour
Power also seems to reduce or impair the capacity we naturally
have to step into the shoes of others
Nepotism

Contd.
People will change their behaviour if they see the new
behaviour as easy, rewarding and normal.
Prioritize the behaviours that will have the greatest
impact on your companys ability to implement its
strategy.

Examples
Team Sports: In cricket, there are many players ,each
having different roles to perform
But say bowler does not lashes out at batsman for
underperforming or vice versa
No superiority complex among players ever happens

Organisational Politics
In the cut throat competition, employees often tend to
adapt immoral behaviour for quick success likefavouritism, flattery, undeserving credit etc
Promoting self interest
Change in employees attitude and rational thinking due
to surrounding factors
Loosing individuality

What is Power
Getting someone to do something you
want done in your own way.
Essential element of building leadership.
Being powerful doesnt mean, that we
consider our subordinates Powerless.
Politics is the brainchild of power.

Type of Power

Coercive Power: Involves threats and/or

punishment to influence compliance.
Connection Power: Based on the users
relationship with influential people.
Reward Power: Based on the users ability to
influence others by providing something of value
to them.
Legitimate Power: Based on the users position
power in the organization.

Learning
Our response to various situations is a mix of Situational
and Intentional behaviour.
Today we must think about how to change our institutions so
that they promote human values rather than destroy them.
As well as being tyrannical, groups can also be a source of
resistance to tyranny.
People get addicted to power and misuse it for their
personal benefits.
There should be a balance of work and success to prevent
immoral behaviour . And one should remain composed and
considerate to oneself and to their sub ordinates.

Contd.

There is a world of difference between someone imposing a group role upon

you, and you seeing yourself in terms of that role. It is the difference
between hearing you are a Guard and thinking I am a Guard
Individuals do not conform blindly or mindlessly to roles. Rather, they only
act in terms of a role when they internalize it as a result of social
identification with the group so that they see the role as part of their
identity.
Where people share a common identity (e.g. the Prisoners after the
promotion), it leads to shared values and shared goals. It also increases
mutual respect and mutual support. This allows people to work together as
an effective unit. In short, a sense of shared social identity is the basis of
effective organization and group power
Where group members identify together, work together, and have
increased power, they are more able to achieve their group goals. In
particular, they are able to form a social system based on their shared beliefs
and values. Their group identity is transformed from a set of ideas into a
living reality. We call this collective self-realization

References

http://blogs.worldbank.org/publicsphere/role-social-norms-achievingbehaviour-change

https://explorable.com/stanford-prison-experiment

http://www.forbes.com/sites/erikaandersen/2012/08/17/3-things-you-can-doto-change-peoples-behavior/#3ac804f41893

https://www.psychologistworld.com/influence_personality/stanfordprison.php
http://www.simplypsychology.org/zimbardo.html

Thankyou
Participants

Gunjan Sharma
Harshit Gupta
Richa Sinha
Rohan Chitambare