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PARADOX OF

NORMS
Archetype of group norms and values versus agent for changing them
EXCESS OF IDIOSYNCRATIC
ENTRUSTSCREDITS OVER DEBITS

CHANGE

LEADER
S reflect
SO ARCHETYPICALLY

CULTURE
NORMS VALUES
PROMOTI
ON
INCONGRUENT
MAINTAIN
PERCEPTION
PROTEC
TION
HOW CAN A CREATURE WHO, PERHAPS MORE THAN ANYONE ELSE IN
THE GROUP, EXEMPLIFIES ITS NORMS AND VALUES BE THE ONE TO
CHANGE THEM?
Political Candidates

- Wrestle with this Paradox of norms.

- Intention of altering the system.

Successfull candidates:

Sharing people´s values, is a source of power for them.


TO WIN OR
Must to BE
represent : ELECTED

The IF THEY
concerns WANT TO
and values GET
of the ELECT
electorate -
>
They simply
When the leaders The group´s
reflect the
use words
FOLLOWERS

LISTEN

Newt
LEAD LEARN
Gingrich

HELP
IN OTHER POSITION:
LEADER ->

POWER POSITION -> HAS -> POWER OF INCUMBENCY

CAN USE THIS POWER FOR HELP SOMEONE


Thats
increase
s the
power

& amounts to
idiosyncratic
credits can be used
to acomplish

GROU CHANGE
P GROUP
GOAL BEHAVIO
R
S
Clasic way to balance this:

• IS BY PROVIDING:

• NEW, REVOLUTIONARY, CHARISMATIC -> VISION ->


TO SOLVE A PROBLEM.

• BUT THIS VISION COULD BE IN CONFLICT WITH THE


PRESENT GROUP NORMS, that the leader upholding.
THE BALANCE
• Finally, the degree :

• Which the new visión

• Gives meaning to the followers that reflect : values, norms,


group beliefs.

• “IT SUPPORTS ESSENTIALS ELEMENTS OF


CULTURE” - > CAN BE ACCEPTED

• IT MAKES THE BALANCE


Jack Rogers

• Started by reflecting his group

• Gained trust (idiosincratic credits) from the old group


members

• Was able to make them move with him


Conclusion
The norm paradox is like a rubber band

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