Chapter Eight Group Dynamics

1 Three or more freely interacting individuals Groups Group – two (three) or more employees who interact with each other in such a manner that the behavior and/or performance of a member is influenced by the behavior and/or performance of other members. There are formal and informal groups. 1 Three or more freely interacting individuals Common identity 4 3 Collective goals Collective norms 2

Functions of Formal Groups Organizational Functions Individual Functions 1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals. 2. Generate new or creative ideas and solutions. 3. Coordinate interdepartmental efforts. 4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments. 5. Implement complex decisions. 6. Socialize and train newcomers. 1. Satisfy the individual’s need for affiliation. 2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity. 3. Give individuals an opportunity to test and share their perceptions of social reality. 4. Reduce the individual’s anxieties and feelings of insecurity and powerless- ness. 5. Provide a problem-solving mechanism for personal and interpersonal problems.

Why do people form groups? Satisfaction of needs – security, social, esteem Proximity and attraction Group goals Economics

Tuckman’s Five-Stage Theory of Group Development Performing Adjourning Norming Storming Forming Return to Independence Dependence/ interdependence Independence

Tuckman’s Five-Stage Theory of Group Development (continued) Individual Issues Forming Storming Norming Performing “How do I fit in?” “What’s my role here?” “What do the others expect me to do?” “How can I best perform my role?” Group Issues “Why are we here?” “Why are we fighting over who’s in charge and who does what?” “Can we agree on roles and work as a team?” “Can we do the job properly?” Mutual Acceptance Communication & Decision-making Motivation & Productivity Control & Organization

Extended Tuckman Model 12-5 Extended Tuckman Model De-norming. A natural erosion of standards of conduct. Group members drift in different directions. De-storming. A mirror opposite of the storming stage. An undercurrent of discontent slowly comes to the surface. Individual resistance increases and cohesiveness declines. De-forming. Work group literally falls apart as subgroups battle for control. Performance declines rapidly because the whole job is no longer being done.

Cohesiveness Closeness or commonness of attitude, behavior, and performance. Acts as a force to remain in a group Allows a sense of belonging Cohesive groups involves individuals who are attracted to one another Group goals and member goals are compatible and clearly specified Group has a charismatic leader Strong reputation for completing task Group size is optimal Supportive

Role Behavior Roles: “Sets of behaviors that persons expect of occupants of a position.” Role overload: “Occurs when the sum total of what role senders expect of the focal person far exceeds what he or she is able to do.” Role conflict: “Experienced when different members of the role set expect different things of the focal person.” (Knowing what to do but not being able to do it.) Role ambiguity: “Occurs when members of the role set fail to communicate to the focal person expectations they have or information needed to perform the role, either because they do not have the information or because they deliberately withhold it.” (Not knowing what to do.)

Functional Roles Performed by Group Members Task Roles Description Initiator Suggests new goals or ideas Information seeker/giver Clarifies key issues Opinion seeker/giver Clarifies pertinent values Elaborator Promotes greater understanding Coordinator Pulls together ideas and suggestions Orienter Keeps group headed toward its stated goal(s) Evaluator Tests group’s accomplishments Energizer Prods group to move along or to accomplish more Procedural technician Performs routine duties Recorder Performs a “group memory” function

Functional Roles Performed by Group Members (Continued) Maintenance Roles Description Encourager Fosters group solidarity Harmonizer Mediates conflict through reconciliation or humor Compromiser Helps resolve conflict by meeting others “half way” Gatekeeper Encourages all group members to participate Standard setter Evaluates the quality of group processes Commentator Records comments on group processes/dynamics Follower Serves as a passive audience

More on Roles Role conflict Results of Role Conflict Person-role conflict Intrarole conflict Interrole conflict Results of Role Conflict

Social Norms Norm: “An attitude, opinion, feeling, or action -- shared by two or more people -- that guides their behavior.” Why Norms Are Enforced Help the group or organization survive Clarify or simplify behavioral expectations Help individuals avoid embarrassing situations Clarify the group’s or organization’s central values and/or unique identity

A Contingency Model for Staffing Work Groups Objective(s) Spread talent around Improve performance of all work groups Train and develop new talent Staffing decision Maximize performance of best group(s) Concentrate talent

Evidence of Problems with Groups Social Loafing Groupthink Satisficing Shared/Unshared Information Group Polarization (the “Risky Shift”)

Social loafing (individuals withhold effort) Why is Group Performance (sometimes) less than the sum of Individual Performance? Social loafing (individuals withhold effort) Reduced by monitoring/evaluation May be related to individual traits (collectivism vs. individualism)

Stepladder Technique for Avoiding Social Loafing Example of a Four-Person Group: Two core group members work on problem. Third member joins group and presents recommendations (followed by three-person discussion). Fourth member joins group and presents recommendations (followed by four-person discussion and final decision making).

The Asch Experiments

Symptoms of Groupthink Invulnerability Inherent morality Rationalization Stereotyped views of opposition Self-censorship Illusion of unanimity Peer pressure Mindguards

Preventing Groupthink Every group member a critical evaluator Avoid rubber-stamp decisions Different groups explore same problems Rely on subgroup debates and outside experts Assign role of devil’s advocate Rethink a consensus

Satisficing Groups often adopt the first alternative that is acceptable to all members rather than continuing to search for an optimal alternative

Shared/Unshared Information Even though Individual Group Members have Unique Information, They tend to Discuss Information that is Shared Shared Information Unshared Information Unshared Information

Why Teams are Formed Enhanced productivity Flattening organizations Technical or functional skills Problem solving and decision-making skills Interpersonal skills Flattening organizations Need for flexibility and quicker decisions Workforce diversity Improved quality Increased customer satisfaction

Effective Team Requirements Top level commitment and goals Trust between managers and employees Taking risks and sharing information Time, resources, and commitment to training