‘There is somebody wiser than any of us, and that is everybody.’ Group dynamics Chapter 19 ‘There is somebody wiser than any of us, and that is everybody.’ Napoleon Bonaparte © Pearson 2012

Individuals in a work group Have a common goal Need to interact with one another to accomplish their goal Recognise one another’s existence See themselves as part of a group Also A small team is one that has between three and ten people. A work team involves work. © Pearson 2012

Synergy Synergy is the state achieved when the combined effect of the parts exceeds their individual effects. when people work alone then 3 + 3 + 3 = 9 when there is synergy 3 x 3 x 3 = 27 © Pearson 2012

Why can synergy produce better outcomes? The creative effect of combined ideas and thinking skills The motivation of a social group © Pearson 2012

A model of group communication © Pearson 2012

Influences on teams Size Purpose The relationships of members The level of conflict, cooperation or competition © Pearson 2012

Synergy in groups © Pearson 2012

Problems with groups Conflicting ideas Conflicting interests Time delays Premature decisions Individual domination Members not contributing Taking risks (risky-shift phenomenon) Groupthink © Pearson 2012

Group dynamics © Pearson 2012

Five simple rules for being a good team member Get involved early. Be a team player. Bring value to a team. Assess team needs. Follow-up on group tasks. (Modaff & Dewine, 2002)

The principles of high-quality group dynamics Develop ground rules or norms which are constructive. Achieve clarity and alignment about goals. Use consensus-style decision making. Use constructive dialogue rather than debate. Be aware of the stages the group progresses through and commit to deal with the conflict stage effectively. Balance task and maintenance behaviours. Use appropriate leadership for appropriate stages or situation. © Pearson 2012

Ground rules or norms Rules or expectations about the behaviour of groups formal informal © Pearson 2012

Group goals ‘If there is one single factor that separates successful groups from unsuccessful groups, it is having a clear goal.’ Engleberg & Wynn (2003, p. 5) © Pearson 2012

Decision making Exercise of authority Democratic or majority Consensus © Pearson 2012

The value of consensus It is useful when all team members need to be committed to the decision or solution to implement it. Consensus-building process can bring the group back on track. It produces higher-quality decisions. © Pearson 2012

Achieving consensus Listen carefully and allow everyone to put forward their views. Make sure you have all the information and facts needed to make a decision. Don’t change your mind simply in order to avoid conflict. Avoid conflict-reducing processes. Avoid defensive behaviour. © Pearson 2012

Achieving consensus (cont.) Involve everyone in the discussion. Seek out all different positions and opinions. Reflect and inquire. Don’t expect the process to be quick. Appoint a chairperson. © Pearson 2012

Debate v. Dialogue Debate members of teams: Dialogue go into discussion with their minds made up talk to win listen to identify others’ weaknesses. Dialogue listen to understand others’ reasoning talk to reveal their own reasoning work towards a consensus decision. © Pearson 2012

Ladder of reasoning Action  Belief Conclusion Assumptions Selecting data Observable data (Source: Adapted from Senge, 1992) © Pearson 2012

Dialogue Reflection understanding your own reasoning Inquiry understanding another’s reasoning Advocacy explaining your position and how you arrived at it. © Pearson 2012

Balance of roles © Pearson 2012

Stages of a group Forming agreeing on a goal or vision delegating tasks apparent consensus some may be quiet and unsure about contributing. Storming conflict arises over issues, values, personalities or ideas. Norming conflict is resolved by identifying and solving problems. Performing the team works harmoniously towards a common goal. © Pearson 2012

Conflict and synergy © Pearson 2012

Authoritarian leadership Control most decisions – tells the others what to do Strongly goal-oriented Decisions may lack imagination or commitment from the group This style is useful when: quick decisions are needed there is an emergency completing a task such as end stages of a group. © Pearson 2012

Democratic leadership Listens and guides decision making Guides discussion rather than directs Receptive to group members’ suggestions Most decision making left to group Decisions more creative but slower More commitment to decisions and group Useful for middle stage where there needs to be synergy © Pearson 2012

Laissez-faire leadership Allows the members to make all the decisions Does not direct Acts as adviser and facilitator Group members set rules for discussion This style is useful when: the group is in a situation that requires exploration or creative ideas new and a natural leader hasn’t emerged the members can function without a leader no one can lead. © Pearson 2012

Appropriate leadership styles Group stage Beginning Middle End Appropriate Style Laissez-faire Democratic Authoritarian © Pearson 2012

Laissez-faire Democratic Authoritarian Appropriate style Group stage Beginning Middle End Laissez-faire Democratic Authoritarian Appropriate style © Pearson 2012

Other leadership styles Task- or relationships-focused style Appropriateness of style depends on: The state of leader – member relations (good or poor) The clarity of the task (high or low) The degree of power of the leader (high or low) © Pearson 2012

Influences on leadership effectiveness © Pearson 2012

What makes a virtual team successful? Trust Clear expectations and direction Clear rewards Collaboration Consider culture Meets social needs © Pearson 2012