6: Group Dynamics

Groups

Two or more interacting and interdependent individuals who come together to achieve specific goals.

Interdependence

The extent to which the group members are mutually dependent upon each other to reach a goal.

Pooled

Type of Interdependence:

Group work are simply divided among members

Sequential

Type of Interdependence:

Group members are dependent on the completed work of other members

Reciprocal

Type of Interdependence:

Members influence one another as tasks are accomplished simultaneously

Interaction

The dynamics of the team and the way individuals in the group interact with one another.

Synergy

The combined power of a group when they are working together that is greater than the total power achieved by each working separately.

Shared Norms

Informal guidelines of behavior and a code of conduct that provides order and confirmity to group activities.

Cohesiveness

Bonds that link members of a group that have something in common.

Primary Groups

Small in size, moderate in duration and permeability, but characterized by substantial levels of interaction among the members, who consider them to be very important to them personally.

Social Groups

Groups in public settings, such as employment settings and goal-focused groups in a variety of non-employment settings.

Associations

Aggregations of individuals that formed spontaneously.

Sociometric Structure

Group Property (Mann, 1985):

The pattern of liking and disliking among group members

Role/Work Structure

Group Property (Mann, 1985):

The pattern of members task and responsibilities in the group, i.e. division of labor.

Power Structure

Group Property (Mann, 1985):

The distribution of authority and influence within the group

Communication Structure

Group Property (Mann, 1985):

The degree to which members feel free to communicate with each other on the issues relating to the group or relating to their own proboems.

Group Structure

It is the layout of a group.

Forming

Stage 1 of Group Development (Bruce Tuckman, 1965):

defining roles, set boundaries, establish project goals

Storming

Stage 2 of Group Development (Bruce Tuckman, 1965):

encourage healthy debate and resolve conflicts so the team can establish clear processes

Norming

Stage 3 of Group Development (Bruce Tuckman, 1965):

finalize processes, build trust, and foster a collaborative environment

Performing

Stage 4 of Group Development (Bruce Tuckman, 1965):

maintain high-efficiency state where members work smoothly together than minimal supervision

Adjourning

Stage 5 of Group Development (Bruce Tuckman, 1965):

celebrate success, document learnings, and provide closure