Week 5: Group Development and Dynamics

What are 5 advantages of working in a group? (Engleberg 9)

1. Better decision making - esp for complex ambiguous tasks

2. Superior resources - variety of perspectives

3. Member satisfaction - socialization, communication

4. Enhanced learning - sharing of ideas, opinions

5. Greater Creativity - More innovative and creative solutions

What are 3 disadvantages of working in a group? (Engleberg 10)

1. More Time, Energy, and resources - poor teamwork = waste resources

2. Potential for conflict - disagreement, confrontation

3. People Problems - individual group members creating problems

Group norms (Engleberg 29)

Expectations concerning the kinds of behaviors and opinions that are acceptable or unacceptable in a particular group; they are accepted rules of behavior that, when followed ensures effective collaboration among group members

What are 5 reasons in why group norms important? (Engleberg 29)

- Express values and ethical standards of the group

- Help the group function efficiently and effectively

-Define appropriate and inappropriate task and social behavior

-Enhance productivity in the performing stage of group development

-Ensure group survival when faced with threatening challenges

Explicit norms (Engleberg 29)

Group norms that are written or stated verbally and shared with all group members. Often imposed on a group by a leader or by someone outside the group

Implicit norms (Engleberg 29)

Group norms that are rarely discussed or openly communicated, but are still expected rules of behavior. Often evolves as members interact with one another

Group Task Roles (Engleberg 41)

A consistent set of expected behaviors taken on by specific group members

Consists of 7 roles

-Coordinator (manager of group)

-Information Provider (Researches and shares information and suggestions)

-Opinion Provider (Expresses opinions and interprets opinions of others)

-Questioner (Asks information and opinions)

-Clarifier (Explains, corrects, and summarizes information)

-Analyzer (Assess, evaluates, and suggests options for problems)

-Implementer (Creates action plans from ideas, helps others with tasks)

Group Maintenance Roles (Engleberg 42)

Roles that once adopted, help group members get along with one another as they pursue a common goal

-Harmonizer (Reduces tensions, fosters cooperation)

-Motivator (Creates enthusiasm)

-Supporter (Offers encouragement and praises)

-Gatekeeper (Monitors flow of communication, quiet members speak, discourages domination of group)

-Team builder (promotes group identity, pride, and respect)

What are 6 disruptive behaviors to group productivity?

1. Dominator (prevents others from participating, asserts dominance, high control needs)

2. Obstructionist (makes negative statements with others)

3. Attacker (puts down others)

4. Egoist (seeks personal attention that disrupts others

5. Support seeker (excessively seeks emotional support and sympathy)

6. Nonparticipant (never or rarely contributes to group work)

What are Tuckman's five Group Developmental Stages? (University of Minnesota 13.2)

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

Forming stage (University of Minnesota 13.2)

Group members begin to reduce uncertainty associated with new relationships and/or new tasks through initial interactions that lay the foundation for later group dynamics

Initiated whenever there is a group member change

Group Cohesion (University of Manitoba 13.2)

The commitment of members to the purpose of the group and the degree of attraction among individuals within the group, influenced by group feeling's for one another and their purpose or task

Begins to form during the forming stage of Tuckman's group developmental stages

What are conflicts that can arise during the forming stage of group development? (University of Manitoba 13.2)

- Difficult to bond in larger groups

-Dominant members assert themselves as leaders, building smaller coalitions that can cause conflict in the storming stage

-Too much imposed structure from outside the group can cause resentment and powerlessness

What are strategies to deal with conflicts that may arise during the forming stage of group development? (University of Manitoba 13.2)

-Receiving external charge, whereas the goals of the group are determined by an external source

-Decisions about roles inside the group coming from an external source reduces uncertainties

-Preexisting relationships or familiarity with each other can diminish relational uncertainty

-Enacting a manageable amount of uncertainty in the group

Storming stage (University of Manitoba 13.2)

People being to perform their various roles, have their ideas heard, and negotiate where they fit in the group's structure

What are conflicts that may arise during the storming stage of group development? (University of Manitoba 13.2)

-Group members arent satisfied with their role or decisions made by the group

-Conflicts with group leader

-Interpersonal conflicts that predate formation of the group

What are strategies to deal with conflicts that may arise during the storming stage of group development? (University of Manitoba 13.2)

-Focusing on task oriented conflicts instead of interpersonal conflicts

Norming stage (University of Manitoba 13.2)

The practices and expectations of the group are solidified, which leads to more stability, productivity, and cohesion within the group

What are strategies that can help groups perform in the norming stage? (University of Manitoba 13.2)

- Setting implicit and creating explicit group norms

What are conflicts that may arise during the norming stage of group development? (University of Manitoba 13.2)

- Challenging a group norm/rules because it is not working, or for no good reason

-Group norms can bring negative conformity pressures

-Too much pressure can lead members to feel isolated and create a negative group climate

Performing stage (University of Manitoba 13.2)

Group members work relatively smoothly toward the completion of a task or achievement of a purpose

What are strategies that can help group performance during the performing stage? (University of Manitoba 13.2)

- Socializing outside of official group time can provide needed relief

-Relational aspects of group interaction can provide underlying support

-Developing synergy, resulting from the pooling of skills, ideas, experiences, and resources, which can lead group members to exceed their expectations and perform better than they could individually

-Setting short-term attainable group goals to build group cohesion and boosting group morale

Adjourning stage (University of Manitoba 13.2)

Group dissolves because it has completed its purpose or goal, membership is declining and support for the group no longer exists, or because of some other internal or external cause

What are strategies that can help group performance during the adjourning stage? (University of Manitoba 13.2)

-Performing guided and purposeful reflection

Task Cohesion (University of Manitoba 13.3)

Commitment of group members to the purpose and activities of the group

Social Cohesion (University of Manitoba 13.3)

Attraction and liking among group members

What are 8 benefits of appropriate levels of group cohesiveness? (University of Manitoba 13.3)

- Able to set goals easily

-Exhibit a high commitment to achieving the purpose of the group

-More productivity

-Experience fewer attendance issues

-Results in group members willing to stick with the group during times of difficulty

-Resulting in satisfied group members who identify with, promote, and defend the gorup

-Having members who are willing to listen to each other and offer support and constructive criticism

-Experiencing less anger and tension

Group think (University of Manitoba 13.3)

Negative group phenomenon characterized by a lack of critical evaluation of proposed ideas or courses of action that results from high levels of cohesion or high conformity pressures

What are 7 strategies to avoiding group think? (University of Manitoba 13.3)

- Ensure group decision-making power isnt in the hands of a few in the group

-Track each person's input and output so that it can be discussed

-Encourage minority or dissenting opinions

-Allow members to submit ideas prior to discussion so that it isnt swayed during the discussion

-Question each decision regarding it's weaknesses and potential negative consequences

-Have decisions reviewed by an outside party

-Have a reflection before a decision is implemented where group members can express reservations or second thoughts

What are three types of conflicts? (University of Manitoba 13.3)

1. Procedural Conflict

2. Substantive Conflict

3. Interpersonal Conflict

Procedural conflict (University of Manitoba 13.3)

"How"

Emerges from disagreements or trouble with the mechanisms of group operations, where group members differ in their beliefs about how something should be done

Can be solved by a group leader or through proposals

Substantive Conflict (University of Manitoba 13.3)

"What"

Focuses on group members' differing beliefs, attitudes, values or ideas related to the purpose or task of the group (ex: what something means, what is acceptable, etc.)

Can be solved by open discussions and debates, researching what other groups have done, providing additional information to support further decisions

Interpersonal conflict (University of Manitoba 13.3)

"Who"

Conflict between individual members of the group, whereas it can be relevant or completely irrelevant to the functioning purpose of the group

Can be solved by leaders acting as mediators between conflicting individuals

What are some general strategies for managing group conflict? (University of Manitoba 13.3)

1. Clarify the issue at hand, getting to know every group member's perspective of the problem

2. Creative a positive discussion climate and encourage + reward active listening

3. Discuss needs rather than solutions, ensuring that each group member's needs are met

4. Set boundaries for discussion and prevent unproductive interactions

5. Use "we" instead of "I" to maintain group cohesion and identity

Leadership (University of Manitoba 14.1)

A complex of beliefs, communication patterns, and behaviors that influence the functioning of a group and move a group toward the completion of its task

What are 4 leadership styles? (University of Manitoba 14.1)

1. Directive leaders

2. Participative leaders

3. Supportive leaders

4. Achievement oriented leaders

Directive Leaders (University of Manitoba 14.1)

Leaders that help provide psychological structure for their group members by clearly communicating expectations, keeping a schedule and agenda, providing specific guidance as group members work toward the completion of their task, and taking the lead on setting and communicating group rules and procedures

Must be good motivators who encourage productivity through positive reinforcement and reward rather than through threat and punishment

Participative Leaders (University of Manitoba 14.1)

Leaders that work to include group members in the decision-making process by soliciting and considering their opinions and suggestions, increases pressures to group conformity by encouraging members to buy into the group's norms and goals more

Supportive Leaders (University of Manitoba 14.1)

Leaders that show concern for their follower's needs and emotions through a positive and friendly group climate, enables a positive climate and helps increase group member's positive feels about the task and other group members

Achievement-Oriented Leaders (University of Manitoba 14.1)

Leaders that strive for excellence and set challenge goals, constantly seeking improvement and exhibiting confidence that group members can meet their high expectations