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Characteristics of Small Groups
Interdependence
Mutual Influence
Sense of Belonging
Common Purpose or Goal
Interaction
Size
Norms
Roles
Cohesion
Chared Identity
Interdependence
Members rely on each other to achieve goals. Each person’s actions affect the group as a whole.
Mutual Influence
Influencing one another through communication, decision-making, and interaction. All members impact the group dynamic and outcomes.
Sense of Belonging
Members feel connected to the group and perceive themselves as part of it.
Common Purpose or Goal
A shared purpose binds the group together. Whether the goal is problem-solving, decision-making, or completing a task, the group exists to accomplish something collectively.
Interaction
Communication is essential in small groups. Members interact through verbal and nonverbal communication, exchanging ideas, building relationships, and solving problems.
Size
A small group consists of 3 to 12 members. This size allows for interaction and decision-making without the challenges of managing larger groups.
Norms
Guide behavior and expectations for the group interaction, helping to maintain order and focus. (explicit or implicit rules)
Roles
Specific roles that contribute to the group’s success. Balance productivity and relational dynamics.
Cohesion
Group develops strong interpersonal bonds, trust, and collaboration, helps to work effectively and achieve goals.
Shared Identity
Develop a unique identity based on shared experiences, goals, and norms, distinguishing them from other groups.
Importance of Small Group Characteristics
These characteristics interact dynamically and manage both task-oriented and relational aspects, balancing productivity with positive group dynamics. Helps members navigate group challenges.
The Delicate Balance
Small groups must maintain a delicate balance between task dimension and social dimension to function effectively. (Task Dimension vs. Social Dimension)
Task Dimension
The group’s focus on achieving its goals or completing a task. Productivity, efficiency, and goal-oriented. (Decision-making, problem-solving, and generating solutions)
Social Dimension
The interpersonal relationships and group cohesion among members. Group members feel valued, supported, and connected, creating a sense of belonging and mutual respect.
Overemphasizing Task Dimension
May help achieve goals but also risk damaging interpersonal relationships.
Overemphasizing Social Dimension
May have excellent cohesion and a supportive atmosphere but can struggle with productivity.
Complementary
How group members. provide qualities, skills, or traits that balance or complement one another. Differences can be beneficial when they help the group function effectively.
Task Roles
Complementarity in the division of labor and task roles within a group. Different skills, expertise, and perspectives, allowing the group to address complex tasks more effectively than an individual could.
Personality Traits
Groups benefit from complementary personality traits.
Conflict Management
Complementary conflict styles are advantageous. One member might be more assertive in addressing conflicts, while another might excel at mediating or maintaining harmony.
Leadership
Complementarity is important in leadership and follower roles. A leader may rely on the complementary skills of group members to ensure the group achieves its goals.
Benefits of Complementary
Enhanced problem solving
Increased Efficiency
Stronger Relationships
Challenges of Complementary
Can lead to challenges if the differences among members are not managed effectively. Misunderstandings, power imbalances, or clashes in work styles can emerge.
Application of Complementary
It’s relevant in forming teams or managing group dynamics. Leaders or facilitators should encourage complementary by recognizing and leveraging each member’s unique strengths to create a well-rounded and effective group.
Social Facilitation
The idea that the presence of others can enhance or impair an individual’s performance. Whether the effect is positive or negative depends on the nature of the task and the individual’s familiarity or skill level with it.
2 Types of Social Facilitation
Enhanced Performance on Simple or Well-Learned Tasks
Impaired Performance on Complex or New Tasks
Enhanced Performance on Simple or Well-Learned Tasks
When individuals are skilled at tasks or have relatively simple tasks, others tend to improve their performance — increased arousal and motivation
Impaired Performance on Complex or New Tasks
Conversely, when individuals perform unfamiliar, complex, or challenging tasks, others can lead to worse performance because the added pressure and arousal can cause distraction or anxiety.
Relevance of Social Facilitation in Small Groups
Members observe or evaluate one anothers contributions. Influencing task productivity, learning and skill development, and competition vs. collaboration.
Task Productivity
May work harder on well-learned or routine tasks.
Learning and Skill Development
When tasks are new or complex, group settings may hinder performance until members become more comfortable or experienced.
Competition vs. Collaboration
The effect of social facilitation may vary based on whether the group dynamic is competitive or supportive.
Ways to manage social facilitation effects
Task Design
Supportive Environment
Practice and Preparation
Task Design
Assign tasks that match group members’ skill levels to avoid the negative effects of social facilitation.
Supportive Environment
Create an atmosphere that reduces anxiety and focuses on collaboration rather than judgement.
Practice and Preparation
Encourage group members to practice tasks individually before performing them in a group setting.
Social Compensation
The increased effort and contribution made by certain group members when others in the group are not performing up to the expected level.
Key Points on Social Compensation
Motivating Factors
Task Importance
Belief in Others’ Contribution
Relation to Social Loafing
Motivating Factors of Social Compensation
When the task is important or meaningful to the individual, and they believe their additional effort can significantly impact the group’s outcome.
Task importance in Social Compensation
The level of effort depends on how critical the task is perceived to be. If the task feels unimportant, members are less likely to engage in social compensation.
Belief in Others’ Compensation
Social compensation is influenced by group members’ perceptions of others. If a group member believes others are intentionally slacking of lack the ability to contribute, they may overcompensate.
Relation to Social Loafing in Social COmpensation
Social compensation is a counterbalance to social loafing, where some members put in less effort because they assume others will carry the workload.
Positive Effects of Social Compensation
Can ensure group success even when some members underperform.
Negative Effects of Social Compensation
Can lead to frustration, resentment, or burnout for those who constantly pick up the slack.
Implications in Group Dynamics in Social Compensation
Encouraging Equal Participation
Recognizing Effort
Addressing Social Loafing
Encouraging Equal Participation
Group leaders should promote fairness and hold all members accountable for their contributions to reduce the need for social compensation.
Recognizing Effort
Acknowledge the contributions of those who work hard to keep morale high and avoid frustration.
Addressing Social Loafing
By identifying and addressing the root causes of underperformance, groups can reduce the need for some members to compensate disproportionately.
Social Loafing
a phenomenon where individuals put in less effort than they would if working alone because group members assume that others will pick up the slack or that their individual contributions are less noticeable.
Causes of Social Loafing
Lack of Accountability
Perception of Dispensability
Task Unimportance
Group Size
Unequal Work Distribution
Effects of Social Loafing
Decreased Group Productivity
Frustration Among Hardworking Members
Reduced Cohesion
Lack of Accountability (Social Loafing)
Members may feel less motivated to contribute fully when contributions are not directly recognized.
Perception of Dispensability (Social Loafing)
Members may feel that their efforts are not essential or that the group can succeed without full participation.
Task Unimportance
Members may be less inclined to invest their energy is the task seems unimportant.
Group Size
Larger groups tend to experience more social loafing because it’s easier for individuals to “hide” their lack of effort.
Unequal Work Distribution
Members perceive an imbalance in contributions, they may reduce their effort as a form of passive resistance or fairness.
Prevent Social Loafing by:
Individual accountability
Smaller group sizes
Equal work distribution
Social cohesion
Intrinsic motivation
GroupHate
Dislike or dread of participating in group activities.
Contributing Factors to GroupHate
Unequal participation
Social loafing
Time-Consuming nature of group work
Poor Communication
Interpersonal conflicts
Negative past experiences
Reduced engagement
Lower productivity
Increased conflict
Strategies to Mitigate GroupHate
Promote equal participation
Establish clear goals
Foster open communication
Build positive group dynamics
Address social loafing
Provide training and support
Individualism
Emphasize personal goals, autonomy, and individual rights.
Collectivism
Value group harmony, interdependence, and the well-being of the group over individual desires.
Decision making in Individualistic Cultures
Group members may favor competitive strategies, open debate, and individual accountability when making decisions.
Decision Making in Collectivist Cultures
Group members prefer consensus-building and collaborative strategies, avoiding conflict to maintain group harmony.
Individualist Conflict Style
Tend to approach conflict directly, seeing it as an opportunity to express opinions or solve problems.
Collectivistic Conflict Style
Avoid direct confrontation, prioritizing relationships and finding ways to save face for all parties involved.
Individualists Roles and Contributions
Value independence and arel ikely to take initiative or lead based on their personal strengths.
Collectivist Roles and Contributions
Emphasize shared responsibility and are more likely to defer leadership to someone chosen by the group.
Individualist Motivations
Motivated by personal achievement, recognition, and tangible rewards.
Collectivist Motivations
Motivated by group success, loyalty, and the satisfaction of contributing to shared goals.
Individualists may view collectivists as…
passive or over-accomidating
Collectivists may view individualists as…
self-centered or overly assertive
Strategies for Bridging Cultural Differences
Foster Cultural Awareness
Adapt Communication Styles
Emphasize Common Goals
Promote Flexibility
Media Richness Theory
Suggests that different communication media vary in their ability to convey rich information. Rich media are those that offer multiple cues, immediate feedback, anad support personal focus.
Rich Media
Best for tasks that require complex, nuanced, or emotionally charged communication.
Ex. face-to-face meetings, video calls, telephone conversations
Lean Media
More appropriate for simple, factual tasks where the emotional tone and nonverbal cues are less important.
Ex. emails, texts, memos
Input
Refers to the resources or stimuli that members bring to the group, such as knowledge, experiences, and skills.
Throughput
Refers to the process of group interaction, where members communicate, discuss, and collaborate to achieve group goals. The work done during group communication.
Output
The outcomes of group communication, which would be decisions, solutions, or the overall success of the group’s work.
Synergy
Refers to the idea that the collective efforts of the group can produce results that are greater than what individuals could achieve alone.
Negative Synergy
Occurs when group members work in a way that reduces the overall effectiveness of the group.
Entropy
Refers to the degree of disorder or randomness in a system. Higher entropy often leads to less porductive group interactions.
Interdependence
Refers to the mutual reliance that group members have on one another. Groups are most effective when they recognize their interdependence and work collaboratively.
Openness to Environment
Refers to the extent to which a group is willing to consider outside influences , new ideas, or changes to their external environment.
Equifinality
The concept that there are multiple ways to achieve the same goal.
Elements of Interpersonal Attraction in Groups
Similarity
Proximity
Complementarity
Reciprocity
Mutuality of Concern
Refers to the shared commitment and focus that group members have toward achieving the group’s goals. All members are equally invested.
Phases of Group Development
Forming
Storming
Norming
Performing
Adjourning
Forming
The initial stage where group members get to know each other and establish basic roles and goals.
Storming
Characterized by conflict, disagreement, and competition as members vie for status or influence.
Norming
Members begin to settle less into roles, establish norms, and work collaboratively.
Performing
The group is working effectively toward its goals, with minimal conflict.
Adjourning
The group disbands after achieving its objectives.
Primary Tension
Refers to the initial discomfort or unease that group members experience when they first meet.
Secondary Tension
Emerges later in group development, typically during the storming phase, when members start to express differing opinions.
Structuration Theory
Suggests that group behaviors are shaped by both individual actions and established structures.
Rules
Explicit guidelines that dictate how members should behave in a group.
Norms
Unwritten, often implicit standards of behavior within a group.
Power
The ability to influence others and control resources or outcomes.
