Transcript Module-12

Module Twelve
Group Dynamics and
Performance
1
Advantages and disadvantages of teams vs.
individual tasks
+ More information and knowledge
+ More motivating
+ Higher number of alternatives considered
+ Self-correcting entity
- Slower decision making processes
- Sub-optimal decision making in dysfunctional
groups
- Failure if members are incapable of managing the
process
- Groupthink
- Social loafing
2
3
The Human Group
• Homans argued that when an individual seeks to
describe the behavior of people they are likely to
includes three types of comments: activities, sentiments
and interactions.
• Activities refer to movements, action, work, and the
like…
• Sentiments refer to feelings (happy, sad, angry), to
attitudes or to beliefs
• Interactions refers to dynamics of doing something with
someone else.
• Together, all three above are viewed as the elementary
form of human behavior
4
Factors Affecting Group Development and
Performance
Context
Leadership
Purpose
GROUP
DEVELOPMENT
AND
PERFORMANCE
Composition
and Delivery
Processes
Structure
5
Context
Leadership
Task Oriented
Emotional and Social
Maintenance
External Environment
Organizational
Characteristics
Organizational Culture
Purpose
Goals and Objectives
Task and Project
Characteristics
Multiple Leaders
GROUP
DEVELOPMENT
AND
PERFORMANCE
Processes
Formation Process
Decision Making
Problem Solving
Communication
Boundary Management
Socialization Process
Structure
Group Size
Norms
Role Differentiation
Sub-grouping
Group Technology
Composition
and Delivery
Member Attributes
Demographic
Characteristics
Member Needs
6
Composition and Diversity
• Member Attributes
- Knowledge, Skills, & Abilities
- Values, Beliefs, & Attitudes
- Personality
- Cognitive and Behavioral Styles
• Learning style
• Problem solving style
7
Composition and Diversity
• Member Demographic Characteristics
- Age
- Sex
- Race
8
Four Different Communication Networks
A
C
B
D
A
E
B
D
C
(“Y”)
(Chain)
E
B
A
D
A
C
C
E
B
(Wheel)
D
E
(Circle)
Source: W. C. Swap and Associates, Decision Making, (Beverly Hills, CA: Sage, 1984), pp. 55. Reprinted by
permission of Sage Publications, Inc.
9
Informal Elements of Groups
Dimensions of Group
Technology
Properties of Group
Structure
1. Task predictability
1. Connectiveness
2. Problem analyzability
2. Vertical differentiation
3. Interdependence
3. Horizontal differentiation
Other Important Informal Elements
• Norms
• Values
• Status
• Role differentiation
10
Role Differentiation
•
•
•
•
•
•
•
Task Roles
(getting the job done)
Initiator
Coordinator
Information seeker
Information giver
Recorder
Evaluator / critic
Timekeeper
Group-Building / Relationship
Maintenance Roles
• Encourager
• Gatekeeper / expediter
• Standard seller
• Observer / commentator
• Followers
Individual Roles Include:
• Recognition Seeker
• Aggressor
• Avoider
• Blocker
• Dominator
11
Stages of team development
Forming
Storming
Norming
Performing
Team Development Stage - Time
The process is not necessarily linear; breakdown can occur at any time.
12
Group Development Models: A Comparison
Forming
Storming
Norming
Performing
Tuckman &
Jensen
(1977)
(Performance
Activity to
determine
nature and
perimeters of
Engender
emotional
response,
resistance
Open exchange
of relevant
interpretations
Constructive
task activity
Model)
task
ineffectiveness
Inclusion
“In or out”
Control
“Top or
Schutz
(1958)
(Emotional
Climate
Model)
Hartman &
Gibbard
(1974)
(Revolt
Model)
Adjourning
Affection
“Near or far”
bottom”
Uncertainty
Revolt
Group
Fusion-utopia
Competition
Intimacy
Termination
13
*
Emotional Climate Development Model
• Orientation
• Conflict
• Cohesion
• Delusion
• Disillusion
• Acceptance
* Source: H. J. Reitz, Group Behavior in Organizations, (Burr Ridge, IL: Richard D. Irwin, 1981).
14
Do you know that game?
15
Groupthink
• A mode of thinking that individuals engage in when pressures
toward conformity become so dominant in a group that they
override appraisal of alternative course of action
• Conditions that can trigger groupthink include: high
cohesiveness; insulation of the group from outsiders; lack of
methodological procedures for search and appraisal of
alternatives; directive leadership; and more
16
Groupthink
• Groupthink can be prevented by such steps as:
1. Appointing a devil’s advocate
2. Bringing in outside experts
3. Testing group ideas on outsiders
4. Having the leader refrain from stating his / her position
before the group reaches a decision
5. Re-examining the alternatives after the decision has
been made
6. Having the leader alleviate time pressures (if possible)
17
Group Maturity
Group Maturity has been described existing when:
• Members are aware of their own and each other’s assets and
liabilities vis-à-vis the group’s task.
• These individual differences are accepted without being
labeled as good or bad.
• The group has developed authority and interpersonal
relationships that are recognized and accepted by its
members.
• Group decisions are made through rational discussion.
Minority opinions and/or dissent is recognized and
encouraged. Attempts are not made to force decisions or false
unanimity.
• Conflict is over substantive group issues such as group goals
and the effectiveness and efficiency of various means for
achieving those goals. Conflict over emotional issues
regarding group structure, process, or interpersonal
relationships is at a minimum.
• Members are aware of the group’s processes and their roles 18
in them.
Team effectiveness depends on:
• Team design issues
• Good navigation of the natural stages of development of a
team
• Performance of certain task and process functions
• Assignment and rotation of roles among team members
• Avoidance of the negative dynamics of groupthink and
social loafing
• Use of idea generation techniques such as brainstorming
and the Nominal Group Technique
• Promotion of an inquiry orientation
• Evaluating team performance for members’ satisfaction and
learning as well as task performance
• Team-members giving each other feedback
19