Revision as of 14:17, 11 February 2022

Abstract

Social loafing is a psychology term that describes the phenomenon of individuals performing worse in group constellations than they are otherwise capable of, if they were working alone ^[1] It was first studied in the early 1900s by Max Ringelmann ^[2] and has since been the focal point of several empirical and theoretical studies ^{[3] [4] [5] [6] [7]}

The theories of what causes social loafing are plentiful, and includes: diffusion of responsibility, dispensability of effort, the “sucker” effect / aversion, attribution, and equity; matching of effort and submaximal goal setting ^[8].

Social loafing has ramifications on group dynamic and can lead to a negative experience and in worst cases to a hostile group dynamic, in which each individual distrusts the other members of the group and refuses to put in the effort, they are otherwise capable of in a nourishing/inspirational environment. Apart from the group dynamic, social loafing also has a negative impact on the output and performance of the group work and can lead to a situation where the whole is less than the sum of all parts. This notion is from critical complexity theory, denoting how some properties found in the individual parts vanish when those parts are in a system ^[9].

As so much important work happens in group settings in today’s world, it is crucial for managers / other leaders to recognize the conditions that can lead to social loafing and to have strategies to prevent it from happening. Such strategies include the ability to individually measure each person’s contributions, making sure that the work is meaningful, and that each person feels like their contribution makes a difference. Furthermore, the group should feel cohesive, maximizing the incentives for each member to put in a good effort ^[10] .

Universal or local effect

blablabla ^[2]