Psychology Of The Internet
Summary of the Book Today, the internet is a growing community. Millions of
people from all over the world go "online" everyday to check email,
research, shop, or even just interact with someone halfway around the world. As
this community grows, so does the number of interactions between people. The

Psychology of the Internet examines the psychology of new behavior produced by
this novel method of human communication. It also delves into the business
sector of the internet and how certain companies are using this medium to
increase productivity within their companies and corporations. Analysis of the

Book The book provides several examples of how the internet can affect the
quality of an organization’s production. When used in the appropriate manner,
the internet can facilitate interaction between a group 24 hours a day and is
only limited by the availability of a telephone line. The idea that a person
must be in work and at his desk for production is becoming more obsolete as
companies realize the potential of the internet. One impressive way the internet
can help companies is the workgroups that can be formed internationally. A
workgroup is a group of employees striving to achieve the same objective. In the
traditional sense, these groups are formed in a room with notepads for each
person to help them brainstorm and meetings at regular intervals until the
project is complete. The internet revolution is changing all of that. The
workgroups are no longer governed by the geographical positioning of its
members. I found this particularly interesting because the idea of having a
supervisor in Manila, a Research and Development team in Cebu, and a sales group
in the United States is becoming more of a feasible possibility than ever
before. The internet can also help employees overcome inhibitions that they may
not be able to in person. This is due, in part, to the amount of social cues
that are lost over a computer. In a chat room, for example, the two employees
might know nothing about each other, other than the information they provide
about themselves. Therefore, any type of social stereotypes (i.e. sexism,
racism, bigotry) is less prevalent than if perceived in the real world. If the
employees have never met, social irritations may not be as readily triggered
than if in person. For example, if I am irritated by a person who stutters when
he speaks, the chances that he will do so over the internet are relatively low.

This allows me to concentrate solely on the task at hand and not be distracted
by insignificant things. The book speaks of how the internet groups, in the
absence of social cues and orders, had to find a group identity online. In other
words, the lack of social cues also has its drawbacks. Even if the members of
the workgroups concede personal information about themselves, such as their race
or ethnicity, the other members might have no physical basis for the connection.

So if I wanted to bond with a co-worker who was a Filipino in California, I
would more likely do it in person than online. This is due to the lack of human
contact and the perception that I am merely interacting with my computer and not
a real person. With this in mind, workgroups must find new bases for forming
group coherence. The book speaks of the studying of several different
multinational workgroups. All were given the same objectives to be completed in
a given amount of time. However, only a few of the groups completed the task
while only one group did it in the allotted amount of time. The study showed
that the groups that failed lacked consistent interaction. After the initial
meeting, the members of the group did not log on regularly to converse with the
group. Emails were exchanged intermittently among these groups as well. The book
states that the main reason these groups failed was that the interaction,
already reduced by the lack of human interaction on the computer, was limited to
almost nothing. On the other hand, the group that fared the best was noted as
having the most email interaction and regular group meetings. The members of the
group also took it upon themselves to go beyond what was asked of them simply
because they felt a great responsibility to the group as a whole. What caused
this desire and cohesion within the group? According to the book, the group kept
their personal lives out of the online chatting. Therefore, the members knew
very little about the members of the group. The group