- Classic Studies Asch, S.E. (1955). Opinions and social pressure. Scientific American, 193, 31- 35. Retrieved from https://pdodds.w3.uvm.edu/teaching/courses/2009-08UVM-300/docs/others/everything/asch1955a.pdffMilgram, S. (1963). Behavioral study of obedience. Journal of Abnormal Psychology, 67(4), 371-378. Retrieved from http://ezproxy.bellevue.edu/login?url=https://www....Optional / SupplementalBlass, T. (2002). The man who shocked the world. Psychology Today, 35, 68-74. Retrieved from http://ezproxy.bellevue.edu:80/login?url=https://search.proquest.com/docview/214485387?accountid=28125Cialdini, R. B. (2004). Basic social influence is underestimated. Psychological Inquiry, 16(4), 158-161. Retrieved from http://ezproxy.bellevue.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=18977569&site=eds-liveCialdini, R. B. & Goldstein, N. J. (2004). Social influence: compliance and conformity. Annual Review of Psychology, 55, 591-621. Retrieved from http://ezproxy.bellevue.edu/login?url=https://sear...
Videos
VideosMilgram obedience study (2010)
Asch conformity experiment (2007)Reitz, M. (2018). How your power silences truth7.1 Discussion – Obedience: Leadership Under Authority Pressure (100 pts)
7.1 Discussion – Obedience: Leadership Under Authority Pressure (100 pts)OverviewThis week begins by examining one of the most famous and unsettling questions in social psychology:Why do people obey authority—even when doing so may conflict with personal values or conscience?Milgram’s obedience study continues to raise important leadership questions about authority, responsibility, ethical pressure, and human behavior. This discussion is designed to help you reflect on the findings and connect them to leadership situations where individuals may feel pressure to comply, remain silent, or defer to authority.Discussion PromptReflect on the Milgram obedience study and this week’s materials.In your response:- Share your initial reaction to the findings
- Identify what surprised, unsettled, or challenged you
- Reflect on why people may obey authority even when it conflicts with personal values
- Explain one leadership lesson this raises about authority, responsibility, or ethical decision-making
- Connect this insight to a real-world workplace, organizational, or leadership situation
- Initial Post: 400– words
part 2
“Obviously, 2+2 does not equal 5. However, Orwell suggests, if you find yourself in a world where people believe this to be true, you might start to doubt your judgment. Perhaps you even start to think that this must be true; ‘they are right and so I must be wrong’” (Jetten & Hornsey, 2012).OverviewThe Asch conformity experiment raises another important leadership question:Why do people sometimes go along with a group—even when they know something is wrong?Conformity is not simply about agreement. It often reflects pressure, belonging, uncertainty, fear of standing out, or concern about consequences. For leaders, understanding conformity also means understanding dissent—and recognizing how culture, group norms, and psychological safety influence whether individuals feel comfortable speaking up.Discussion PromptReflect on the Asch conformity experiment and this week’s materials.In your response:
- Share your reaction to the experiment and reflect on how you think you might respond if you were a participant—and why.
- Reflect on why people may conform even when they know something is wrong.
- Describe a real or observed situation where group pressure influenced behavior, decision-making, or whether individuals chose to speak up or remain silent.
- Share one insight about how leaders can create environments where people feel safe speaking up.
- Initial Post: 400– words
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