When and Why Group Interactions are Competitive, and How Competition Can Be Replaced with Cooperation

Groups are different from the sum of their parts. Three decades of research comparing interindividual and intergroup behavior has revealed that interactions between groups are more competitive and less cooperative than interactions between individuals in mixed-motive situations. This finding has been labeled the interindividual-intergroup discontinuity effect because there is a discontinuity, or disconnect, between how individuals behave in one-on-one interactions relative to how groups behave in group-on-group interactions. In this chapter, we review the literature on the discontinuity effect and discuss its implications for intergroup interactions in organizations. Specifically, we discuss (a) when interactions between groups can create competition; (b) why interactions between groups are often more competitive than interactions between individuals; and (c) ways to reduce intergroup competition. We review empirical evidence relevant to each of these questions and point out implications for group facilitators, leaders, and members seeking to promote positive relations between groups. This chapter offers useful tools for individuals who must work in or with groups because it details when and why interactions between groups are competitive and how competition can be replaced with cooperation