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Distraction-conflict theory contends that when a person is working in the presence of
other people, an interference effect occurs splitting the individual's attention between the task and
the other person. On simple tasks, where the individual is not challenged by the task, the
interference effect is negligible and performance, therefore, is facilitated. On more complex tasks,
where drive is not strong enough to effectively compete against the effects of distraction, there is
no performance gain. The Stroop task (Stroop effect) demonstrated that, by narrowing a person's
focus of attention on certain tasks, distractions can improve performance. (Forsyth, 2009)
Social orientation theory considers the way a person approaches social situations. It
predicts that self-confident individuals with a positive outlook will show performance gains
through social facilitation, whereas a self-conscious individual approaching social situations with
apprehension is less likely to perform well due to social interference effects. (Forsyth, 2009)
Intergroup dynamics refers to the behavioral and psychological relationship between two
or more groups. This includes perceptions, attitudes, opinions, and behaviors towards one’s own
group, as well as those towards another group. In some cases, intergroup dynamics is prosocial,
positive, and beneficial (for example, when multiple research teams work together to accomplish
a task or goal). In other cases, intergroup dynamics can create conflict. For example, Fischer &
Ferlie found initially positive dynamics between a clinical institution and its external authorities
dramatically changed to a 'hot' and intractable conflict when authorities interfered with its
embedded clinical model. (Fischer & Ferlie, 2013)
Intergroup Conflict
According to social identity theory, intergroup conflict starts with a process of comparison
between individuals in one group (the ingroup) to those of another group (the outgroup). (Turner,
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