Social Movements and Social Change - Value-Added Theory (SOCI 1306)

Social Movements and Social Change SOCI 1306 Value-Added Theory The value-added theory of crowd behaviour developed by Neil Smelser in 1962 provides a thorough framework for comprehending the prerequisites for the emergence of collective behaviour. This functionalist-based theory states that several consecutive requirements must be satisfied in order for collective behaviour to emerge. Large-scale social events arise as a result of the cumulative influence of all these variables, each of which increases the possibility of collective action progressively. Smelser states that the first prerequisite is structural conduciveness, which includes both the availability of a gathering place and the knowledge of an issue. Being structurally conducive is important because it creates an environment where individuals may gather and air their complaints, which in turn sets the scene for collective behaviour. For the purpose of forming a group that can address issues as a whole, there must be a physical location where people may come together, such as an open area or public space. People who are equally impacted or worried can gather together because of this initial state, which establishes the conditions necessary for collective behaviour to flourish. Structural strain is the second criterion that comes after structural conduciveness. When people's expectations about a scenario are not fulfilled, tension and dissatisfaction result, creating structural strain. Structural strain in this sense refers to the discrepancy between people's expectations and their actual experiences. A sense of unfairness or unhappiness is produced by this mismatch, and this motivates group behaviour. People are more inclined to take action as a group to correct perceived injustices or inequities when they feel that their expectations are not being fulfilled or violated. Unmet expectations cause emotional and psychological pressure, which in turn sparks group behaviour as people try to make things right or express their displeasure. The development and dissemination of a generalised belief is the third need. This condition entails identifying and attributing the issue to a certain individual or group. A generalised view that precisely characterises the nature of the issue and assigns accountability to a specific person or group arises as a result of collective behaviour. This procedure aids in bringing the group's overall feeling together and concentrates its efforts on resolving the stated problem. Developing a common belief system among those engaged in collective behaviour is essential for inspiring action because it offers a cohesive framework that directs the group's reaction and activities. It is more probable that the group will take coordinated action when the generalised conviction is clear since it strengthens the group's common identity and mission. Precipitating causes, or dramatic occurrences that set off collective behaviour, make up the fourth need. These elements work as instantaneous triggers, evoking a reaction from those who are impacted. Often serving as a tipping point, a precipitating cause converts underlying frustrations into overt and visible collective action. The event's dramatic quality draws attention from the public and intensifies already-existing tensions and stresses, which spurs an upsurge in group behaviour. People who may have previously been inert or apathetic may become mobilised by the advent or occurrence of a large and frequently unexpected event, inspiring them to participate in group actions in reaction to the crisis or injustice. Mobilisation for action is the sixth need. Leaders take the lead in directing and planning the group's actions once the necessary circumstances are met and the precipitating events have triggered collective behaviour. In order to enable group action, mobilisation entails planning plans, coordinating activities, and disseminating information. Because they centre the group's efforts and give them a sense of structure and purpose, leaders are essential in determining the course and efficacy of the collective reaction. When mobilisation is done well, it guarantees that the group's actions are focused on solving specific problems or reaching predetermined objectives, as opposed to descending into disorganised or aimless behaviour. The agents of social control must take action as the last requirement in Smelser's valueadded theory. This condition relates to the actions done by authorities or other organisations in charge to regulate or repress group behaviour. The reaction of external actors—such as law enforcement, public servants, or other authorities—to the developing collective behaviour is referred to as social control. These actors have the ability to change the course and intensity of the collective behaviour by taking acts that either defuse or intensify the situation. Social control tactics, such public declarations, policy modifications, or law enforcement involvement, are essential for either resolving group complaints or preserving stability and order. The length and conclusion of periods of collective behaviour can be strongly influenced by the type and efficacy of social control initiatives. The aftermath of the August 9, 2014, fatal police shooting of Michael Brown, an unarmed African American man in his eighteenth year of life, in Ferguson, Missouri, provides a realworld illustration of these factors at work. The incident immediately attracted national attention, satisfying the first need of structural conduciveness since a sizable contingent of the local population, who were primarily Black, came together to demonstrate. This gathering was called in reaction to the incident's alleged unfairness and lack of responsibility. The community's increasing stress and discontent with the police's handling of the situation— including their unwillingness to reveal the identity of the implicated officer—made the second requirement, structural strain, clear. A heightened sense of unfairness and discontent was partly caused by the discrepancy between community expectations and the behaviour of the police. As things progressed, demonstrators began to have a common opinion that the police and local government were to blame for the perceived injustices. The demonstrations were further sparked and the public feeling strengthened by the sight of highly armed police dressed in military uniforms. The community organised protests and parades through Ferguson's streets after the police arrived, which served as a catalyst for the worsening of the group's behaviour. The police's deployment of rubber bullets, tear gas and pepper spray, which served as the last resort for the social control agents, signalled the end of the confrontation. Law enforcement's response and the National Guard's subsequent deployment on August 18 demonstrated how important social control is in reining in group behaviour. In order to address the growing tensions and restore order, the National Guard's engagement constituted a more serious external intervention. This intervention demonstrated how social control attempts may influence the trajectory and resolution of episodes of collective behaviour, highlighting the complex dynamics between collective behaviour and the actions made by authorities to regulate or repress it. Value-added theory developed by Smelser offers a sophisticated explanation of the circumstances that lead to the formation and development of collective behaviour. The theory provides important insights into the mechanisms behind collective action and the variables influencing its course by analysing the interactions between structural circumstances, generalised beliefs, precipitating causes, and social control measures. The Ferguson case offers a powerful illustration of how these factors interact in real-world settings and highlights the usefulness of Smelser's theoretical framework for comprehending group behaviour.