Grad Social Identity

Assumptions

IRON LAW: Social identity is RELATIONAL — it exists only through
comparison with out-groups, and threats to group distinctiveness
trigger identity-protective behaviors. Positive distinctiveness
is a fundamental motive.

Key assumptions:

1. People categorize themselves and others into social groups automatically
2. Group membership contributes to self-esteem; people are motivated to see their groups positively
3. When social identity is salient, group-level cognition overrides individual-level cognition

Methodology

Step 1 — Identify Salient Social Categories

Map the relevant group boundaries in the context:

• What categories are active (department, nationality, profession, demographic)?
• What makes these categories salient (visible markers, contextual cues, recent events)?
• Are categories overlapping (cross-cutting) or nested (subgroup within superordinate)?

Step 2 — Assess Identification Strength

Step 3 — Analyze Intergroup Comparison

• What comparison dimensions are used (status, competence, morality)?
• Is comparison favorable or unfavorable to the in-group?
• What identity management strategies are employed?
  • Social mobility: leave the group (individual strategy)
  • Social creativity: redefine comparison dimensions
  • Social competition: directly challenge the out-group's position

Step 4 — Design Intervention

• Decategorization: reduce salience of group boundaries (personalized contact)
• Recategorization: create superordinate common identity (common in-group identity model)
• Mutual differentiation: maintain distinct subgroup identities within a shared framework
• Cross-categorization: make multiple overlapping category memberships salient

Output Format

## Social Identity Analysis: [Context]

### Group Map
| Group | Salience Trigger | Identification Strength |
|-------|-----------------|------------------------|
| [in-group] | [trigger] | [High/Medium/Low] |
| [out-group] | [trigger] | [High/Medium/Low] |

### Intergroup Dynamics
- Comparison dimension: [status/competence/morality]
- Perceived status: [in-group vs. out-group]
- Identity management strategy: [mobility/creativity/competition]
- Threat level: [distinctiveness/status/value threat]

### Behavioral Manifestations
- [In-group favoritism examples]
- [Out-group discrimination examples]

### Intervention Recommendations
1. [Recategorization or decategorization strategy]
2. [Contact conditions to reduce bias]
3. [Structural change to reduce category salience]

Gotchas

• Minimal group studies show that mere categorization produces bias — no realistic conflict is needed, challenging purely economic explanations
• In-group favoritism does not require out-group hostility; they are separable processes with different thresholds
• Superordinate recategorization can threaten subgroup distinctiveness, triggering backlash rather than harmony
• Social identity is context-dependent and fluid — the same person can have different salient identities across situations
• The theory explains group-level phenomena; predicting individual behavior requires additional personality and situational variables
• Contact hypothesis works only under specific conditions (equal status, common goals, institutional support, cooperation)

References

• Tajfel, H. & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin & S. Worchel (Eds.), The social psychology of intergroup relations (pp. 33-47). Brooks/Cole.
• Turner, J. C., Hogg, M. A., Oakes, P. J., Reicher, S. D. & Wetherell, M. S. (1987). Rediscovering the social group: a self-categorization theory. Blackwell.
• Gaertner, S. L. & Dovidio, J. F. (2000). Reducing intergroup bias: the common ingroup identity model. Psychology Press.