Chapter 6 Group Cohesion and Development

Group Cohesion

• The concept of cohesion is fundamental in the study of group behavior, significantly motivating group leaders.

• Common cliches illustrating the importance of cohesion include:

  • "Together We Stand, Divided We Fall"

  • "There is No I in Team"

  • "Players Play, Teams Win"

Characteristics of Group Cohesion

• Group cohesion is a multilevel process with multiple components.

• Cohesion manifests in various forms and is continuously evolving.

• It is a multi-dimensional process influenced by numerous factors.

• Equifinality: Different paths can lead to the same final state (Katz & Kahn, 1978).

Forms of Cohesion

• Two primary forms exist:

  • Task Cohesion: Commitment among group members to achieve a specific goal and performance as a unit.

  • Social Cohesion: The attraction of members to one another and to the group as a whole.

• Both individual and group-level concepts; they signal the group's health (i.e., closeness vs. divide) and member satisfaction.

• A highly skilled group does not guarantee success; effective cohesion plays a critical role.

Definitions of Group Cohesion

• Festinger, Schacter, and Back (1950): Defined cohesion as "the total field of forces which act on members to remain in the group."

• Back (1951): Described cohesion as "the attraction which a group has for its members."

• Early definitions emphasized the unity of individuals based solely on their attraction to the group.

• Due to its dynamic nature, cohesion requires a multi-dimensional analysis beyond just attraction to the group or team morale.

• Carron, Brawley, and Widmeyer (1998): Defined cohesion as “a dynamic process that is reflected in the tendency of a group to stick together and remain united in the pursuit of its instrumental objectives and/or for the satisfaction of member needs.”

Elements of Group Cohesion

• Common elements conceptualized include:

  • Cohesion = Attraction: Refers to individual attraction to group members and the group itself.

  • Lewin/Festinger Perspective: Viewed cohesion as individual attraction characterized by positive attitudes toward in-group members versus out-group.

  • Similarity Principle: Members of cohesive groups tend to have similar characteristics (homophily).

  • Hogg's Distinction:

    • Social Attraction: Depersonalized liking for those within the group.

    • Personal Attraction: Liking for specific individuals.

Unity in Cohesion

• Cohesion = Unity: Cohesive groups demonstrate high solidarity and members “cohere” to each other and the group (entitativity).

• The perception of high levels of emotional cohesion is indicated by members feeling a belonging and self-identification with the group.

• Examples of unified groups include:

  • Post-traumatic community cohesion (e.g., Houson/Boston Strong)

  • Military teams

  • College groups (e.g., Loyola Marymount)

• Cohesion = Task & Teamwork: Addressing collective activities where individuals coordinate efforts to achieve shared goals.

  • Collective Efficacy: Reflects a high level of confidence regarding task success within the group.

  • Group Potency/Esprit de corps: A sense of unity, commitment, confidence, and enthusiasm among group members that signifies emotional cohesion.

Antecedents of Cohesion

• Carron’s conceptual model identifies four essential antecedents:

  1. Environmental Factors: Social pressures affecting group dynamics.

  2. Personal Factors: Individual characteristics such as gender, race, and age.

  3. Leadership: The influence of leadership style on group dynamics.

  4. Team Factors: Shared experiences, stability (open vs. closed groups), norms, and roles impacting structural cohesion.

Methods for Studying Group Cohesion

• The measurement of cohesion involves various methods:

  • Analyzing language usage (e.g., individual pronouns such as "we" vs. "I").

  • Surveys and questions assessing attraction and connection among members, such as:

  • “Who are you attracted to?”

  • “Who do you feel more connected to?”

  • Sociometry and social network analysis.

  • Self-report assessments like the Group Environment Scale and Perceived Cohesion Scale.

Group Environmental Questionnaire (GEQ)

• 4 Dimensions of Perceived Team Cohesion:

  1. Individual Attraction to the Group Task (ATG-T): Members’ feelings about task involvement.

  2. Individual Attraction to the Group Social (ATG-S): Regard for acceptance and interaction within the group.

  3. Group Integration Task (GI-T): Feelings about achieving group task objectives.

  4. Group Integration Social (GI-S): Feelings regarding the group as a social entity.

• Examples of GEQ Elements:

  • ATG-T: Personal attraction to specific physical activities offered.

  • ATG-S: Attraction to peers in the group.

  • GI-T: Collective pursuit of group goals.

  • GI-S: Social interactions within the group.

Cohesion-Performance Relationship

• The relationship between cohesion and performance is bi-directional:

  • Success enhances group cohesion.

  • Cohesive groups typically outperform less cohesive ones.

• The cohesion-performance relationship is strongest when members are fully committed to the group's tasks, particularly regarding ATG-T and GI-T.

Development of Cohesion Over Time

• Group development is a dynamic process that follows relatively predictable patterns.

• It unfolds through Tuckman's five-stage model of group development:

  1. Orientation (Forming) Stage

  2. Conflict (Storming) Stage

  3. Structure Development (Norming) Stage

  4. Work (Performing) Stage

  5. Dissolution (Adjourning) Stage (planned and unplanned).

Stages of Group Development

Forming Stage

• Characterized by initial tension, guarded interactions, and low levels of engagement (primary tension).

• Members monitor their behavior and express opinions tentatively.

• The duration of this stage can vary significantly.

Storming Stage

• Marked by heightened tension related to goals, procedures, personality clashes, and authority disputes (secondary tension).

• Conflict is necessary for team cohesion; its absence signals potential issues.

• Antagonism may occur towards leaders, and competition for leadership roles may arise.

• This stage clarifies group goals and structures.

Norming Stage

• Development of unity and organization within the group.

• Increased mutual trust and support emerge alongside established roles and communication norms.

• Although conflict remains, group consensus shapes decision-making with a focus on structural cohesion.

Performing Stage

• Achieving this stage is challenging; productivity does not occur instantly.

• Mature groups experience less socializing and conflict and require minimal guidance.

Adjourning Stage

• Can be planned or spontaneous, often bringing stress, increased independence, and feelings of regret.

• Unplanned dissolution may lead to animosity in the final sessions.

Summary of Tuckman’s Five Stages

Types of Group Development Models

• Successive-stage theories: Analysis via Tuckman's sequential model.

• Cyclical models: Such as Bales's equilibrium model, emphasizing balance between norming and performing stages.

• Going between task and social roles: very challenging to do – most likely when group is experiencing conflict

• Punctuated equilibrium models: Highlight periods of rapid change within groups, including revisiting conflict stages after initial progress.