Seniority in the generational transition of laboratory groups: The effects of social familiarity and task experience

The determinants of leadership seniority in laboratory groups were investigated in two experiments. In both experiments a procedure was used in which individual group members were periodically replaced throughout 7 generations. The individuals within the groups folded origami products and traded with other groups so as to earn quarters. In the first experiment the effect of social familiarity on seniority was investigated by comparing a set of standard groups with a set of rotational groups in which the group members moved from group to group between generations and thus always interacted with strangers. There was less seniority in the rotational groups. In the second experiment the effect of experience on seniority was investigated by comparing a set of standard groups with a set of experienced groups in which the new group members were recruited from the standard groups. There was less seniority in the experienced groups. It was found in both experiments, in agreement with previous research, that over generations the subjects earned increasing amounts of money and worked with increasing speed and efficiency.