1. DEFINITION OF A GROUP TWO OR MORE PERSONS FREQUENT INTERACTION COMMON OBJECTIVES SHARED NORMS SHARED PERCEPTION OF MEMBERSHIP “Two or more persons who interact regularly to accomplish a common purpose or goal.” EFFECTIVE GROUPS SATISFACTION & COMMITMENT FOR EACH MEMBER ACCOMPLISH THE TASK (PRODUCTIVE OUTPUT) Homans Classification Scheme Activities, Interactions, Sentiments

2. WHY DO PEOPLE JOIN GROUPS? JOB ASSIGNMENT (the job requires it) ATTRACTED TO MEMBERS (you like the people) ENJOY GROUP ACTIVITIES (the group does “fun” stuff) BELIEVE IN GROUP GOALS (the “mission” of the group) SATISFY THE NEED FOR AFFILIATION (you’re lonely) USE GROUP AS A MEANS TO SOME END (instrumental)

3. TYPES OF GROUPS FORMAL GROUPS (Work Assignments) TASK FORCE = temporary group; TEAM = permanent group MANAGEMENT TEAM (Vertical) COMMAND GROUP -- HIERARCHY FUNCTIONAL WORK TEAM (Horizontal) PRODUCT OR SERVICE – SELF-DIRECTED SPECIAL PURPOSE GROUPS (Problem-solving & Representation) TASK FORCE -- NEED EXPERTISE COMMITTEE -- NEED REPRESENTATION INFORMAL GROUPS (Join Voluntary) FRIENDSHIP (People) INTEREST (Activities)

4. GROUP PROPERTIES WHICH AFFECT EFFECTIVENESS MEMBER COMPOSITION SIZE ROLES COHESION NORMS STAGES OF DEVELOPMENT

5. MEMBER COMPOSITION Similarity (Homogeneity) Bonds Quickly Acts Quickly Diversity (Heterogeneity) More Contentious (Less Cohesive) More Deliberate (slow) More Status Differences SIZE OF GROUP Few Members More Interaction Everyone Participates Many Members A “Leader” Emerges A “Silent” Minority

6. EMERGENT VERTICAL ROLES LEADER REGULAR MEMBER DEVIATE ISOLATE

7. EMERGENT HORIZONTAL ROLES TASK-ORIENTED ROLESRELATIONS-ORIENTED ROLES IDEA INITIATORHARMONIZER / SMOOTHER INFORMATION SEEKERCOMPROMISER INFORMATION PROVIDERSTANDARD MONITOR PROBLEM CLARIFIERGATEKEEPER CONSENSUS TESTERSUPPORTER EVALUATORHUMORIST SUMMARIZER“COOKIE PERSON” SELF-ORIENTED ROLES WET BLANKET / BLOCKER RECOGNITION SEEKER BRAGGER DOMINATOR GROUP CLOWN FIGHT PICKER

8. COHESIVENESS CAUSES MEMBER SIMILARITY (HOMOGENEITY) GROUP SIZE ISOLATION COMPETITION / EXTERNAL THREAT REWARD SYSTEM DEPENDENCE PATTERN INTERACTION AND PARTICIPATION ENTRANCE STANDARDS (EXCLUSIVITY) CONSEQUENCES MEMBER SATISFACTION PERFORMANCE SUBOPTIMIZATION FEELING OF “WE-NESS” RESISTANCE TO CHANGE RESPONSIBLE ACTIVITY

9. MANIPULATING COHESION TO INCREASE GROUP COHESION INCREASE MEMBER HOMOGENEITY (Similarity) INCREASE OPPORTUNITIES FOR INTERACTION AMONG MEMBERS DECREASE GROUP SIZE INTRODUCE COMPETITION WITH OTHER GROUPS ISOLATE FROM OTHER GROUPS ALLOCATE REWARDS TO THE GROUP CREATE MORE TASK COMPLEXITY & AMBIGUITY DECREASE GROUP COHESION INDUCE DISAGREEMENT OVER OBJECTIVES INCREASE MEMBER HETEROGENEITY (Diversity) RESTRICT INTERACTION AMONG MEMBERS INCREASE GROUP SIZE INTRODUCE A NEW DOMINATING MEMBER TO THE GROUP ALLOCATE REWARDS TO INDIVIDUALS WITHIN THE GROUP REMOVE ISOLATION BARRIERS TRANSFER MEMBERS (Break up the old gang)

10. NORMS SUMMARIZE & SIMPLIFY GROUP EXPECTATIONS APPLY ONLY TO OVERT BEHAVIOR ONLY DEVELOP FOR “IMPORTANT” GROUP BEHAVIORS DEVELOP GRADUALLY DO NOT APPLY EQUALLY TO EVERYONE WITHIN THE GROUP REASONS NORMS FORM TO HELP THE GROUP SURVIVE TO INCREASE THE PREDICTABILITY OF GROUP MEMBER BEHAVIOR TO REDUCE EMBARRASSING INTERPERSONAL PROBLEMS FOR MEMBERS TO ENCOURAGE MEMBERS TO EXPRESS THE CENTRAL VALUES OF THE GROUP IN A PUBLIC WAY TO SEND A SIGNAL TO OUTSIDERS THAT “WE’RE A STRONG GROUP

11. TYPES OF NORMS PERFORMANCE NORMS HOW HARD MEMBERS SHOULD WORK HOW TO DO THE JOB EXPECTED LEVEL OF OUTPUT APPROPRIATE LEVELS OF TARDINESS APPEARANCE NORMS APPROPRIATE DRESS WHEN TOGETHER LOYALTY TO THE WORK GROUP WHEN TO LOOK BUSY WHEN IT’S OK TO GOOF OFF SOCIAL INTERACTION NORMS WHO CAN WE HANG OUT AND SOCIALIZE WITH ON-THE JOB? WHO CAN WE BE FRIENDS WITH, BOTH ON AND OFF THE JOB? REGULATES SOCIAL INTERACTIONS INSIDE AND OUTSIDE THE GROUP RESOURCE ALLOCATION NORMS WHO SHOULD BE ASSIGNED TO EACH JOB? WHO SHOULD BE THE NEXT TO RECEIVE NEW TOOLS OR EQUIPMENT? HOW MUCH OF A PAY INCREASE SHOULD EACH MEMBER GET? WHO SHOULD RECEIVE THE NEXT PROMOTION?

12. NORM STRENGTH JACKSON (65) INTENSITY AND CRYSTALLIZATION AFFECT NORM STRENGTH HIGH- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - HIGHSTRONG CONFLICTENFORCED NORMS INTENSITY - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - NORMLESSVACUOUS CONSENSUS LOW- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - LOWHIGH CRYSTALLIZATION INTENSITY = WIDE EMOPTIONAL SWINGS IN FEELING, PEOPLE GET UPSET WHEN NORM IS VIOLATED CRYSTALLIZATION = THERE IS STRONG AGREEMENT ABOUT WHAT IS & IS NOT APPROPRIATE

13. HOW COHESIVENESS AND PERFORMANCE NORMS INTERACT HIGH- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - MODERATEHIGH PERFORMANCEPERFORMANCE PERFORMANCE - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - NORMS LOWLOWEST PERFORMANCEPERFORMANCE LOW- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - LOWHIGH COHESIVENESS COHESIVENESS -- DO THE TEAM MEMBERS ENCOURAGE EACH OTHER TO WORK TOGETHER? PERFORMANCE NORMS -- DO THE TEAM MEMBERS ALL WANT TO PERFORM AT A HIGH LEVEL?

14. STAGES OF GROUP DEVELOPMENT TRADITIONAL VIEW (No pressing time pressures) FORMING INTRODUCTIONS, ORIENTATION AND DISCOVERY STORMING CONFLICT, COMPETITION FOR ROLES, GOAL DISPUTES NORMING COHESION ESTABLISHED, PROCEDURES, NORMS FORM PERFORMING COOPERATION & PARTICIPATION, TASKS ACCOMPLISHED ADJOURNING GROUP CELEBRATES ITS SUCCESSES, THEN DISBANDS PUNCTUATED EQUILIBRIUM MODEL (Deadlines imposed) INITIAL ARRANGEMENTS & ASSIGNMENTS MIDPOINT “REVOLUTION” (Panic Attack!) FOCUSED FINISH (Final burst of energy)