1. Module Twelve
Group Dynamics and
Performance

2. 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. 3

4. 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

5. Factors Affecting Group Development and Performance
Context
Leadership
Purpose
GROUP DEVELOPMENT AND PERFORMANCE
Composition and Delivery
Processes
Structure

6. GROUP DEVELOPMENT AND PERFORMANCE
Context
External Environment
Organizational Characteristics
Organizational Culture
Leadership
Task Oriented
Emotional and Social Maintenance
Multiple Leaders
Purpose
Goals and Objectives
Task and Project Characteristics
GROUP DEVELOPMENT AND PERFORMANCE
Processes
Formation Process
Decision Making
Problem Solving
Communication
Boundary Management
Socialization Process
Composition and Delivery
Member Attributes
Demographic Characteristics
Member Needs
Structure
Group Size
Norms
Role Differentiation
Sub-grouping
Group Technology

7. Composition and Diversity
Member Attributes
Knowledge, Skills, & Abilities
Values, Beliefs, & Attitudes
Personality
Cognitive and Behavioral Styles
Learning style
Problem solving style

8. Composition and Diversity
Member Demographic Characteristics
Age
Sex
Race

9. Four Different Communication NetworksB C D E A B C
(Chain)
(“Y”) E A D B E C A D C B E
(Wheel)
(Circle)
Source: W. C. Swap and Associates, Decision Making, (Beverly Hills, CA: Sage, 1984), pp. 55. Reprinted by permission of Sage Publications, Inc.

10. Informal Elements of Groups
Dimensions of Group Technology
1. Task predictability
2. Problem analyzability
3. Interdependence
Properties of Group Structure
1. Connectiveness
2. Vertical differentiation
3. Horizontal differentiation
Other Important Informal Elements
Norms
Status
Values
Role differentiation

11. 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:
Aggressor
Blocker
Dominator
Recognition Seeker
Avoider

12. Team Development Stage - Time
Stages of team development
TASK PERFORMANCE
Forming Storming Norming Performing
Team Development Stage - Time
The process is not necessarily linear; breakdown can occur at any time. 12

13. Group Development Models: A Comparison
Forming Storming Norming Performing Adjourning
Tuckman &
Jensen
(1977)
(Performance
Model)
Activity to
determine
nature and
perimeters of
task
Engender
emotional
response,
resistance
ineffectiveness
Open exchange
of relevant
interpretations
Constructive
task activity
Schutz
(1958)
(Emotional
Climate
Model)
Inclusion
“In or out”
Control
“Top or
bottom”
Affection
“Near or far”
Hartman &
Gibbard
(1974)
(Revolt
Model)
Uncertainty
Revolt
Group
Fusion-utopia
Competition
Intimacy
Termination

14. 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).

15. Do you know that game? 15

16. 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

17. 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)

18. 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 in them.

19. 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