The Wall Street Journal reports:
How is it that so many people started saying “Awesome!”, or started wearing Uggs?
These are examples of how individuals’ behavior is shaped by what people around them consider appropriate, correct or desirable. Researchers are investigating how human behavioral norms are established in groups and how they evolve over time, in hopes of learning how to exert more influence when it comes to promoting health, marketing products or reducing prejudice.
Have you observed how behavioral norms are established in your chapter? If your chapter needed to make a serious change (e.g. reforming a questionable practice during candidate education) what members would you need on board to shift what is considered acceptable by the others?
Here’s another excerpt on the power of leaders to shape the culture of an organization:
Group leaders, however, help perpetuate or shift the norm. Unlike innovators, leaders tend to be high-status “superconformists,” embodying the group’s most-typical characteristics or aspirations, says Deborah Prentice, a social psychologist at Princeton University. People inside and outside the group tend to infer the group’s norms by examining these leaders’ behaviors.
As the oft-repeated phrase goes, the fastest way to change the culture of a chapter is the behavior of the leadership. With such influence over the accepted norms of behavior, leaders must be the paragon of conduct at all times.
The story then offers a word of caution on observing the behavior of others:
The researchers found students often overestimated how much others drank. The amount students reported drinking was closely related to their beliefs about how much others drank: Students who thought others drank more tended to report drinking more.
What do you think? Are leaders merely products of their group or do they possess the potential to change a group for the better?
The full story is worth a read.