What lies beyond social capital? The role of social psychology in building community resilience to climate change.

Ntontis, Evangelos; Drury, John; Amlôt, Richard; Rubin, G. James; Williams, Richard

doi:10.1037/trm0000221

Cited by 45 publications

(35 citation statements)

References 87 publications

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“…Indeed, if it is the case that leaders need to cultivate a sense of shared social identity in order to encourage adherence and followership during a crisis (as suggested by Priorities 1, 2, and 3), then it follows that their task should be easier if that sense of shared identity also predates the crisis (Oakes et al., 1994). In line with this proposition, it is generally the case that communities tend to respond more adaptively to a crisis, and to recover from it more quickly, to the extent that they go into that crisis with high levels of social identity capital (i.e., social capital that derives from, and helps to build, a sense of shared social identity; Aldrich, 2012, 2017; Haslam et al., 2018; Helliwell et al., 2014; Jetten et al., in press; Ntontis et al., 2019; Pitas & Ehmer, 2020; Reininger et al., 2013; Williams & Drury, 2009).…”

Section: Priority 5: Ready the Group For Mobilizationmentioning

confidence: 99%

Identity Leadership in a Crisis: A 5R Framework for Learning from Responses to COVID‐19

Haslam

Steffens

Reicher

et al. 2021

Social Issues Policy Review

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The COVID-19 pandemic is the greatest global crisis of our lifetimes and leadership has been critical to societies' capacity to deal with it. Here effective leadership has brought people together, provided a clear perspective on what is happening and what response is needed, and mobilised the population to act in the most effective ways to bring the pandemic under control. Informed by a model of identity leadership (Haslam, Reicher & Platow, 2020), this review argues that leaders' ability to do these things is grounded in their ability to represent and advance the shared interests of group members and to create and embed a sense of shared social identity among them (a sense of "us-ness"). For leaders, then, this sense of us-ness is the key resource that they need to marshal in order to harness the support and energy of citizens. The review discusses examples of the successes and failures of different leaders during the pandemic and organises these around five policy priorities related to the 5Rs of identity leadership: Readying, Reflecting, Representing, Realising and Reinforcing. These priorities and associated lessons are relevant not only to the management of COVID-19 but to crisis management and leadership more generally.

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Section: Priority 5: Ready the Group For Mobilizationmentioning

confidence: 99%

Identity Leadership in a Crisis: A 5R Framework for Learning from Responses to COVID‐19

Haslam

Steffens

Reicher

et al. 2021

Social Issues Policy Review

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“…68 But an emergency can also create a completely new group identity or sense of 'we-ness' among those affected, based on common fate. 69 Further, in this context, the supportive behaviour of fellow in-group members can serve to define supportive group norms, and identification with the group increases the influence of such norms. 70 At the start of the COVID-19 pandemic, there was a massive upsurge in mutual caring behaviours among members of the public.…”

Section: Neighbourhood Support and Community Mutual Aid Groupsmentioning

confidence: 99%

Public behaviour in response to the COVID-19 pandemic: understanding the role of group processes

et al. 2020

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Background In the absence of a vaccine, behaviour by the public is key to the response to the COVID-19 pandemic. Yet, as with other types of crises and emergencies, there have been doubts about the extent to which the public are able to engage effectively with the required behaviour. These doubts are based on outdated models of group psychology. Aims and argument We analyse the role of group processes in the COVID-19 pandemic in three domains: recognition of threat, adherence by the public to the required public health behaviours (and the factors that increase such adherence) and actions of the many community mutual aid groups that arose during lockdown. In each case, we draw upon the accumulated research on behaviour in emergencies and disasters, as well as the latest findings in relation to the COVID-19 pandemic, to show that explanations in terms of social identity processes make better sense of the patterns of evidence than alternative explanations. Conclusions If behaviour in the pandemic is a function of mutable group processes rather than fixed tendencies, then behavioural change is possible. There was evidence of significant change in behaviour from the public, particularly in the early days of the pandemic. Understanding the role of group processes means we can help design more effective interventions to support collective resilience in the public in the face of the pandemic and other threats. We draw out from the evidence a set of recommendations on facilitating the public response to COVID-19 by harnessing group processes.

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“…Indeed, community cohesion can protect against the psychological damage of flooding [15]. However, despite the indisputable importance of strong pre-existing networks for community resilience, such approaches have been criticized for not considering how pre-existing groups come to mobilize [16], how new forms of social capital are created [17], or how novel groups can emerge in absence of pre-existing networks [18]. Considering the criticisms outlined above, Ntontis et al [18] advocate for a social psychological approach based on the concept of social identity and group membership to account for the contextual micro-processes of group mobilization in disasters.…”

Section: Introductionmentioning

confidence: 99%

Endurance or decline of emergent groups following a flood disaster: Implications for community resilience

Ntontis

Drury

Amlôt

et al. 2020

International Journal of Disaster Risk Reduction

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Highlights  Groups can emerge due to the shared experience of common fate between residents  The dynamics of such groups' post-disaster endurance or decline are underexplored  Ongoing common fate, social support and commemorations can sustain emergent groups  Individuality, inequality and identity changes can cause groups to decline  Resilience policies should aim to support groups and reduce inequality of treatment

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What lies beyond social capital? The role of social psychology in building community resilience to climate change.

Abstract: Richard (2019) What lies beyond social capital? the role of social psychology in building community resilience to climate change. Traumatology.

Cited by 45 publications

References 87 publications

Identity Leadership in a Crisis: A 5R Framework for Learning from Responses to COVID‐19

Identity Leadership in a Crisis: A 5R Framework for Learning from Responses to COVID‐19

Public behaviour in response to the COVID-19 pandemic: understanding the role of group processes

Endurance or decline of emergent groups following a flood disaster: Implications for community resilience

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