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When Individuals become Mobs

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Manie Spoelstra

 

We all find ourselves in crowds or groups of people at times. At sport events, work or social events. That is normal, but could the same group become a mob?

Mobs get crazy. They destroy property, throw stones at police, run over others (old or small) or dance naked in the street.

Don’t think you are immune! For example:

  • After a school in Virginia, USA, decided to sell their Apple laptops at $50 a piece (normal price would be about $1000) more than 5000 people turned up and as humans exhibited their worst behaviour. They became a mob and violently trampled and hurt each other to get into the queue. Many had to be taken to hospital.
  • Earlier this year we witnessed the same behaviour when students became a mob as they rushed to get admitted to a Johannesburg University, leaving a number of people killed and injured.
  • A few weeks later a crowd (mob) started throwing stones at the ANC headquarters, injuring several reporters.
  • More recently pictures were sent through the entire world showing a ‘group’ (mob?) of SA Policemen opening fire on a Labour Union (mob?) at the Lonmin Mine at Marikana, killing 34!
  • Towards the end of last year English mobs rampaged London streets causing destruction where they went. This was preceded by mobs getting unruly in Wall Street due to causes that are still ‘vague’.
  • A few years ago mobs of English soccer fans caused havoc in Europe, resulting in the banning of games between England and European teams for quite some time.
  • Every week we hear about folks in townships barricading streets, setting tyres alight and throwing stones at police.

Is this kind of behaviour rare in civilized societies, but part of daily life in poor countries where there is overpopulation, lack of money, food, resources and limited services?

When do groups become mobs and why?

Would human selfishness cause some to get at a scarce resource at all costs, even if it means harm to others? Would “harm” here not only include depriving others of this resource, but even hurting them?

Is this just one indication that common decency and civilized behaviour is just a thin veneer over a more animal-like core of human nature that surfaces whenever it has the chance?

A mob is dangerous. A mob has no leader, has no logic or reason, no sense of right or wrong or morals. People who as individuals would not do bad things will certainly do them if they are in a mob where responsibility is diluted and spur of the moment actions happen. Social psychology textbooks refer to this ‘shift’ of responsibility as the ‘risky shift phenomenon’.

Mobs are not limited to hundreds or thousands of people in the street chanting slogans because of a political or religious reason. Some mob behaviour can be exhibited in smaller groups (such as a sports team or a group of soldiers in war, who think there is no law, and are encouraged by the rest of the ‘team’).

We also see mob behaviour in situations where for instance, sports fans go on a rampage and destroy property and even kill people. People who are often described as polite and cordial can group together and behave like a mob because of issues such as salaries, sport, politics or social and economic change.

What would you say if the rest of your team would say; “Lets make fun of ‘Blondie’ over there?”

  1. Say ‘yes’ and play along?
  2. Say ‘no’ and go home by yourself?
  3. Say ‘lets rather drink more’?
  4. Say ‘no, are you crazy’?
  5. Say ‘do you want to get in trouble, because I don’t’?
  6. Something else?

(If you considered response no. 1 (and perhaps 3) for only a second, you could be prone for joining the mob, like many of us would be).

We often make decisions (or conform to decisions) in company boardrooms, during hotel stays with your sports team, while in college or when with friends. The decisions may not appear to be as extreme while you make it, but could have severe implications.  Examples are: to negotiate or not negotiate with the new outspoken union; to merge with another company or not; to vote for your groups’ choice of leader; to go on a men/ladies night-out; to invite a person to perform a strip tease for the team; etc.

Such decisions (which you would never have taken on your own) tend to be especially destructive when they are made without proper consideration, free speech or consultation (Such decisions are sometimes called ‘groupthink’).

In smaller or bigger ‘mobs’, the individuals tend to fear that the rest of the group will discriminate against them if they have opposite opinions to the rest.

Why do groups turn into mobs?

  • When a group feel a strong cohesiveness;
  • When they are isolated and someone has strong power over the group;
  • When they experience high stress and a lack of hope to find a better solution than the one proposed by the leader/group;
  • When an illusion exists of invulnerability and unanimity;
  • When a collective rationale of their actions is believed to exist;
  • When a stereotyping is presented of all ‘others’ who do not think the way they do;
  • When pressure is put on those amongst them to conform.

This then leads to a total failure to make proper and evaluated decisions.

So, how do we prevent a group from behaving like a mob?

  • o   Get nervous when you are in a group of more than six or seven and ‘everybody feels the same’!
  • o   Get the group to talk about the issue in more depth and encourage members to air their thoughts about ‘possible consequences’.
  • Ask others what alternatives there could be to their planned approach.
  • Suggest that someone plays ‘Devil’s Advocate’.

What should the police do once everything turns bad?

  • Rather than resort to weapons first, they could call their ‘dialogue police unit’, whose officers are trained to negotiate, mediate and resolve conflict in and amongst groups.
  • Empower the policemen to ‘keep the peace’ while avoiding the unnecessary use (or threat of) force against crowds.
  • Training in keeping public order should be updated to ensure that officers are more adequately skilled to act as neutral negotiators.
  • The police could, with great benefit, start a research unit to look into strategies of controlling crowds and mobs.
  • As a last resort they should have proper equipment to divide mobs into smaller groups, by the use of water, chemicals, isolation equipment, etc. so as to preserve life at all cost.

Manie Spoelstra

Bibliography:

*Scott, Dr Clifford; 2009, Crowd Psychology & Public Order Policing: An Overview of Scientific Theory and Evidence. Draft Paper, University of Liverpool, UK

Due to the request of many who have had experience with psychopaths. A special mention to David from Potchefstroom who took a person without home in his home and fed him, only to be killed by this ‘person’! Our hearts all bleed for David and his family.

Prof Manie Spoelstra

By

Manie Spoelstra

Imagine you have no conscience, none at all, no feelings of guilt or remorse no matter what you do. No concern for anyone, friends, or even family members. Imagine no struggles with shame or guilt; never in your whole life, no matter what kind of damaging, deceitful, abusive, or immoral action you take.

You can do anything you desire. No guilt or shame will hold you back. No one ever confront you for your cold-bloodedness.  It is invisible to the world.

You can do anything at all, and still your strange power over most people (who are kept in line by their consciences), will most likely remain undiscovered*.

How will you live your life?

  • The Sociopaths amongst us

The 5% sociopaths (psychopaths are only sociopaths who were caught out) amongst us are more than those with cancer, yet they don’t get the same attention!  Sadly…

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Aside

Are you Coping with all the Stress?

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By

Manie Spoelstra

Many people nowadays feel extremely strained by economic and other related pressures. Constant bad news and personal setbacks and disappointments do not make the feelings of helplessness any easier. Stress, work, and disappointments seem to be inseparable of life. The reason for this is obvious: most of us experience at least some degree of stress in our jobs or at home. We are exposed to many different events and conditions that cause us to feel pressured or in danger of being pushed beyond our personal limits.

Many different factors cause stress in home, study, environment and work situations. Most, though, seem to fall into two major categories: causes relating to our jobs themselves, and causes relating to our ‘personalities’ and our relationships.

Most of us would be aware of the ‘stress-counter’ reported on by Greenberg* and others. According to this counter, very few of us will not withstand a higher than 100 score on these ratings of the impact of various stressful life events on us!

Such stress could lead to major psychological and even physical problems. One probably even would need some form of counselling or medical treatment if your stress adds up to above 100 on the table below.

Imagine the stress count of events affecting you personally such as murder, hijacking, burglary, threats to your life, court cases, jail time, bankruptcy and other invasive events (which all rate 65 and above) that are often reported in the media.

 

TABLE: Stressful Life Events.*

(Numbers to the right provide an index of relative

Stressfulness; 100=maximum stress)

Life Events

Scale Value (Range = 1-100)

Death of a spouse

100

Divorce

73

Separation (Marital)

65

Death of close family member

63

Major personal injury or illness

53

Marriage

50

Fired from job

47

Retirement

45

Death of close friend

37

Foreclosure of mortgage or loan

30

Trouble with in-laws

29

Spouse begins or stops work

26

Trouble with boss

23

Change in residence

20

Change in sleeping habits

15

Change in eating habits

15

Vacation

13

Christmas

12

Minor violations of the law

11

Causes of stress:

1. Conflict between Work and Home

Someone sometimes does his/her work so well (for example, negotiating contracts with suppliers), that they are given more and more assignments involving travelling. They are away from home and their families more and more often. Loneliness and longing often cause major stress in both parent and family members.

This often put increasing pressure on us to make some drastic changes, so as to be at home more often. We find ourselves being pulled in opposite directions by the needs and expectations of different forces: our families and our monthly income. The result is most often that we experience a considerable degree of role conflict and associated stress. The demands of our role as a rising young executive conflict sharply with the demands of our role as a spouse and parent.

Family ties are something of a “two-edged sword.” On the one hand they do often conflict with work assignments, but could also be an important source of comfort and support, being assisted by someone in overcoming at least some of the harmful effects associated with stress.

Work-related stressors

Which part of our jobs plays the most important role in us experiencing stress and strain? Greenberg and Baron (2002)* elaborate on the causes, stating that the list is too long to do justice to it in a few pages. However, several of the most important of these factors are, according to the above authors:

1. Work demands: (Some jobs are more stressful than others)

A careful survey involving more than 130 different occupations indicate that several jobs have more stress than others*.

For example, the greater the extent to which specific jobs require decision-making and responsibility for perfect operation of devices and/or materials, the need for continuous exchange of information with others, or physical threatening conditions, the more stressful they tend to be. It may be wise to considering stress-related factors of a new job offer and the level of strain it will involve, and your ability to handle such pressure. Given the powerful impact of stress upon our physical and mental well being it is probably wise to look before you leap!

2. Stress from uncertainty

This occurs when individuals are uncertain about several matters relating to their jobs and personal life: the scope of their responsibilities, the limits of their authority, specific production requirements, the criteria used in evaluating their work, relationship uncertain- ties, etc. We hate virtually all forms of uncertainty and experience varying degrees of stress.

3. Overload and underload: Doing too much or doing too little

Being asked to do too much (over demanding work) at work can be stressful. So too, is the opposite – being asked to do too little. In fact, there seems to be a considerable grain of truth in the following saying: “The hardest job in the world is doing nothing – you can’t take a break.” Such underload (or under- challenging) leads to boredom and monotony, and can cause significant amounts of stress. Japanese managers are known to punish unproductive workers by taking their work away!

The most desirable, and least stressful jobs seem to be ones that keep you busy, but do not cause you to feel that you will be unable to cope.

4. Having the destiny of others in your hands

In general, individuals who are responsible for other people, e.g. motivate them, reward or punish them, and make decisions about them, often experience higher levels of stress than those who do other forms of work. In fact, they often experience tension and anxiety, and often even develop ulcers or experience hypertension. The reasons behind this are complex, but it is possibly related to the fact that they must witness the distress of persons who receive negative feedback because of them, and thus are passed over for promotion, or laid off, or even fired. It is also their task to deal face to face with the many human conflicts at work.

5. Stress from loneliness and isolation

If we have to face stressful conditions, it’s better to do so along with others (and with their support) rather than alone. One reason for this is possibly that social support often acts as a stress-buffer. Another reason could be that others could help us, through verbal reflection, advice and their mere presence as well as ability to cope better when exposed to stress (perhaps the social media such as facebook do have some anti-stress benefits!).

6. The inability to be in control

Most persons want to feel that they have at least some control over their own fate. Thus, when they are prevented from offering input into decisions relating to them, they feel left out, and unable to control their own lives. This could cause considerable stress. Permitting employees to participate in decisions affecting their jobs may be quite beneficial. Not only does it enhance their attitudes towards their work; it helps counter a source of work-related stress as well.

8. Other work-related causes of stress

Stressful working conditions such as an unsanitary environment, unpleasant co-workers and/or managers, negative appraisals, low pay, dangerous tasks, loud noise, isolation or crowding, etc. can all act as stressors at work. Stress often also derives from change within an organization. Changes in company policy, re-structuring, mergers, and major changes in management can all generate high levels of pressure and stress among employees.

Personal-related stressors

Stressful life events often result in people having to cope with difficult changes*, which cause their personal health and well being to suffer (see Table above). It seems quite clear that the greater the number and intensity of stressful life events endured by an individual in a given period of time, the greater the likelihood of him/her developing serious illness. For example, persons who report life events totalling 150 to 300 points during one year, have a 50 percent chance of becoming seriously ill within the next twelve months. Those who experience events totalling more than 300 points have a 70 percent chance of these outcomes occurring.

Some unique people who are resistant to the trauma of stressful life events seem to achieve more purpose and meaning in their lives than those who are less capable of dealing with such trauma. Similarly, they believe that they can influence their own lives and its outcomes more than others; they see change as an opportunity for development rather than a threatening burden.

The major effects of stress

1. Stress and Health: The Silent Killer

Prolonged exposure to stress can be harmful to ones health. Growing evidence (See Greenberg et al*) indicates that stress plays a role in a wide range of common illnesses. In fact, many now believe that from 50 to 70 percent of all physical illnesses are at least partly caused by stress! In addition, stress appears to play a role in the following major health problems: high blood pressure, hardening of the arteries, ulcers, and diabetes. (Please note: this in no way implies that stress is the only cause, or the most important cause, of such ailments.)

2. Stress and Behaviour at work

Exposure to strong or prolonged stress exerts many effects upon behaviour in work settings. Performance on many tasks is in fact affected by stress, and such performance usually declines steeply when stress levels rise. In addition, stress is related to both absenteeism and turnover.

3. Alcohol, Drugs, and Stress

Stress is unpleasant. For this reason, most people seek to reduce or avoid it whenever possible. Some, however, adopt a divergent strategy. Instead of attempting to deal directly with stress, they seek to withdraw or escape from it. One of the major tactics these people use to accomplish this goal is simply to retreat into an alcoholic or drug-dependent state.

4. Burnout

Most people are exposed to some degree of stress in their work, yet still manage to cope. They avoid total panic, feelings of helplessness, and despair. A few, however, are not so lucky. They are gradually worn down (or worn out!) by stress. Over time they become exhausted (burnout), grow cynical, and develop negative attitudes toward their work, other people, and life in general.

Imagine if you have experience two or more of these events at the same time. The maximum exceeds 100 and the effect can be disastrous to your ability to cope.

Burnout is normally seen as the emotional, physical, and mental exhaustion resulting from prolonged exposure to intense stress. People suffering from burnout have low energy, and are always tired. In addition, they often report many symptoms of physical strain, such as frequent headaches, nausea, back pain, sleep disturbances, and changes in eating habits. In sum, burnout represents what may best be described as an erosion of the human spirit. They feel incapable of accomplishing anything, have little concern for others, lack interest in virtually everything (including their own lives), and frequently feel fatigued, irritable, and depressed.

Burnout victims may choose to quit their jobs and withdraw from their present careers. The loss to society in terms of expertise, training, and talent can be great. Secondly, others may simply decide to stay at work, without leaving their careers. The danger, however, is that they will bring their cynicism, exhaustion, and despair with them, wherever they go, and so disrupt effectiveness. Thirdly, they may choose to move into purely administrative roles. In this way they escape from work activities they now find intolerable, so as to minimize their stress. Lastly, some may choose to remain on their jobs and mark time until retirement. In short, they may become “dead wood” – totally counter-productive members of the organization.

Personal Tactics for Managing Stress

Fortunately, though, we can conclude on a more positive note. Burnout and stress does often mark the end of productive careers. Yet, if we recognize its presence and take appropriate steps to counter its influence, it can be reversed. Some of the actions are:

  • Admit that there is a problem
  • Change priorities and goals
  • Establish a network of social support
  • Divide life into work and social/family segments
  • Cultivate hobbies and outside interests
  • Develop yourself by acquiring the skills to ‘cope’, e.g. negotiation skills and others.
  • Focus on physical fitness, meditation exercises, religious activities and other “stress tolerance” activities.
  • Consider change of job (if it is the right one, it could produce positive results.
  • If you manage an organisation and would like to prevent negative stress in your employees or co-managers, you can often help by small changes in organizational structure, functions and jobs.
  • Decentralizing of decision-making process (a process in which authority is spread more widely throughout an organization), employees can be afforded greater participation.
  • Stress resulting from boring, repetitive tasks can be lessened through job enlargement, while from feelings of helplessness or lack of control can be reduced by job enrichment.
  • The organization can provide training to employees that will both provide them with better coping skills while at the same time increase their negotiation, management, presentation, conflict-handling and interpersonal skills.

Manie Spoelstra

*Reference: 2002, Greenberg, J & Baron, R A; Behavior in Organizations, 8th Ed. Prentice Hall, N.Y.

 Information on our Negotiation Skills Courses: www.negotiation-academy.com, or email: negotiate@safricom.co.za