Module Twelve Group Dynamics and Performance

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

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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

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

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

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

Composition and Diversity Member Demographic Characteristics Age Sex Race

Four Different Communication Networks B 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.

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

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

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

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

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).

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

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)

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.

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