Chapter Nine Group Dynamics and Teamwork. Copyright © 2007 by Nelson, a division of Thomson Canada...

Chapter NineChapter Nine

Group Dynamics and Group Dynamics and TeamworkTeamwork

Copyright © 2007 by Nelson, a division of Thomson Canada LimitedCopyright © 2007 by Nelson, a division of Thomson Canada Limited 22

ObjectivesObjectivesAfter reading and studying this chapter, you should be able to:After reading and studying this chapter, you should be able to:

1.1. Describe the various types of groups in Describe the various types of groups in organizations.organizations.

2.2. Summarize the stages of group Summarize the stages of group development and key roles members development and key roles members occupy within a work group.occupy within a work group.

3.3. Identify characteristics of an effective Identify characteristics of an effective work group.work group.

4.4. Implement two different methods of group Implement two different methods of group problem solving and decision making.problem solving and decision making.

5.5. Pinpoint several potential problems with Pinpoint several potential problems with group effort and know how to prevent group effort and know how to prevent themthem

6.6. Explain how to foster teamworkExplain how to foster teamwork..


Teams and GroupsTeams and Groups

A A groupgroup is a collection of people who interact with is a collection of people who interact with one another, work towards a common goal, and one another, work towards a common goal, and see themselves as a group.see themselves as a group. Characterized by individual accountability, a clearly Characterized by individual accountability, a clearly

focused leaderfocused leader

A A teamteam is a special type of group, whose is a special type of group, whose members have complementary skills, are members have complementary skills, are committed to group goals, and deliver a joint committed to group goals, and deliver a joint work productwork product Characterized by individual and mutual accountability, a Characterized by individual and mutual accountability, a

team leader sharing leadership rolesteam leader sharing leadership roles


Formal versus Informal GroupsFormal versus Informal Groups

Formal groupFormal group:: Deliberately formed by the organization to Deliberately formed by the organization to

accomplish specific tasks & achieve goalsaccomplish specific tasks & achieve goals E.g., departments, committees, task forcesE.g., departments, committees, task forces

Informal groupInformal group:: Emerges over time through interaction of Emerges over time through interaction of

workersworkers No explicit goals; often satisfies social No explicit goals; often satisfies social

needsneeds


1.1. Cross-Functional teamsCross-Functional teams

2.2. Virtual TeamsVirtual Teams

3.3. Top Management TeamsTop Management Teams

Types of Work TeamsTypes of Work Teams


Cross-Functional TeamCross-Functional Team

A group of workers with different A group of workers with different specialties drawn from the same level in specialties drawn from the same level in the organization to blend their talents to the organization to blend their talents to accomplish a task such as product accomplish a task such as product development.development.

Individual members think in terms of Individual members think in terms of what is good for the organization and not what is good for the organization and not their specialtytheir specialty

Key is leader with both technical & Key is leader with both technical & process skillsprocess skills


Virtual TeamsVirtual Teams

Are small groups of people who Are small groups of people who conduct almost all of their collaborative conduct almost all of their collaborative work by electronic communication work by electronic communication rather than face-to-face. Members can rather than face-to-face. Members can be located anywhere in the world.be located anywhere in the world.

Use e-mail, videoconferencing, Use e-mail, videoconferencing, groupwaregroupware

Mutual trust is major success factorMutual trust is major success factor


Top Management TeamTop Management Team

Is the group of managers at the top Is the group of managers at the top of organizations that collaborate in of organizations that collaborate in making most major decisions.making most major decisions.

Occasionally, can be a committee of Occasionally, can be a committee of two or more top executives who two or more top executives who claim to share powerclaim to share power


Exhibit 9-2Exhibit 9-2Stages of Group DevelopmentStages of Group Development


Stages of Group Stages of Group DevelopmentDevelopment

Stage 1: Stage 1: FormingForming A time of confusion, caution, A time of confusion, caution,

communality for members.communality for members.

Group members seek to know:Group members seek to know: What tasks are expected to be performed.What tasks are expected to be performed.

What the benefits are of group membership.What the benefits are of group membership.

What rules must be followed and expected What rules must be followed and expected behavioursbehaviours..


Stages of Group Stages of Group Development Development (continued)(continued)

Stage 2: Stage 2: StormingStorming A time of hostility, infighting, tension, A time of hostility, infighting, tension,

and confrontation.and confrontation.

Members argue to clarify expectations.Members argue to clarify expectations.

Coalitions, cliques, and subgroups form Coalitions, cliques, and subgroups form within the group.within the group.



Stage 3: Stage 3: NormingNorming A period of quiet; resistance is overcome and A period of quiet; resistance is overcome and

group standards (group standards (normsnorms) are established.) are established.

CohesivenessCohesiveness and commitment begin to emerge. and commitment begin to emerge.

Sources of “norms”:Sources of “norms”: The group itself sets The group itself sets behaviouralbehavioural and performance and performance

standards.standards.

Organizational rules and policies are adopted.Organizational rules and policies are adopted.

Influential team members inspire the group.Influential team members inspire the group.



Stage 4: Stage 4: PerformingPerforming In this stage, the group is ready to focus In this stage, the group is ready to focus

on accomplishing its key tasks.on accomplishing its key tasks. Intrinsic motivation and creativity emerge Intrinsic motivation and creativity emerge

as the group performs (“working for the as the group performs (“working for the cause”).cause”).

Stage 5: Stage 5: AdjourningAdjourning Groups are dissolved after their tasks are Groups are dissolved after their tasks are

accomplished.accomplished.



Not all groups go through all stagesNot all groups go through all stages Can revert to earlier stageCan revert to earlier stage

Key managerial challenge:Key managerial challenge: To help groups move past the first three To help groups move past the first three

stages of group development into stages of group development into performing.performing.


Roles Within GroupsRoles Within Groups

1.1. Knowledge contributorKnowledge contributor2.2. Process observerProcess observer3.3. People supporterPeople supporter4.4. ChallengerChallenger5.5. ListenerListener6.6. MediatorMediator7.7. GatekeeperGatekeeper8.8. Take-charge leaderTake-charge leader


Exhibit 9-3 Characteristics of Exhibit 9-3 Characteristics of Effective Work GroupsEffective Work Groups


Characteristics of Effective Characteristics of Effective Work GroupsWork Groups

Job DesignJob Design Principles of job enrichment applyPrinciples of job enrichment apply

A Feeling of EmpowermentA Feeling of Empowerment Authority to solve problems on ownAuthority to solve problems on own Group experiences: potency, meaningfulness, Group experiences: potency, meaningfulness,

autonomy, and impact.autonomy, and impact. Interdependence (Task & Goal)Interdependence (Task & Goal)

Increases motivation and the sense of Increases motivation and the sense of responsibility for the work of the group as responsibility for the work of the group as members interact and depend on one another members interact and depend on one another to accomplish the task.to accomplish the task.

Involves linking individual goals to the group’s Involves linking individual goals to the group’s goalsgoals


Characteristics of Effective Characteristics of Effective Work Groups Work Groups (cont.)(cont.)

Team EfficacyTeam Efficacy The team’s belief that it can successfully The team’s belief that it can successfully

perform a specific task.perform a specific task. Right Mix and SizeRight Mix and Size

Diversity improves problem solving if Diversity improves problem solving if interactions of high qualityinteractions of high quality

Groups must be large enough to do the job yet Groups must be large enough to do the job yet small enough to maintain internal small enough to maintain internal communications, cohesiveness, and communications, cohesiveness, and coordination.coordination.


Characteristics of Effective Characteristics of Effective Work Groups Work Groups (cont.)(cont.)

Emotional IntelligenceEmotional Intelligence Teams benefit from members with high Teams benefit from members with high

emotional intelligence who build emotional intelligence who build relationships both inside and outside the relationships both inside and outside the team, and understand their environmentteam, and understand their environment

Support for the Work GroupSupport for the Work Group Group gets needed information, Group gets needed information,

coaching, technology, training, coaching, technology, training, recognition & rewardsrecognition & rewards


Characteristics of Effective Characteristics of Effective Work Groups (cont.)Work Groups (cont.)

Effective Group ProcessesEffective Group Processes Social support of one another, workload Social support of one another, workload

sharing, communication & cooperationsharing, communication & cooperation Following work processes and proceduresFollowing work processes and procedures

CohesivenessCohesiveness Will lead group to pull togetherWill lead group to pull together

FamiliarityFamiliarity Effectiveness increases when group members Effectiveness increases when group members

have a high degree of specific knowledge of have a high degree of specific knowledge of their jobs, coworkers, and the environmenttheir jobs, coworkers, and the environment


Group Problem Solving & Group Problem Solving & Decision MakingDecision Making

Teams & groups make most major Teams & groups make most major decisions in organizationsdecisions in organizations

In general, group decision making In general, group decision making superior to individual decision superior to individual decision makingmaking

Group decision making styles vary Group decision making styles vary from consultative through consensus from consultative through consensus to democratic to democratic


Nominal Group TechniqueNominal Group Technique1.1. Members of the group are chosen and brought together.Members of the group are chosen and brought together.

2.2. If the group is too large, it is divided into subgroups.If the group is too large, it is divided into subgroups.

3.3. The group leader presents the question.The group leader presents the question.

4.4. Individual members independently record their work. Individual members independently record their work.

5.5. Each group member presents one idea without Each group member presents one idea without discussion.discussion.

6.6. Once members have presented their viewpoints, evaluate Once members have presented their viewpoints, evaluate all of the ideas.all of the ideas.

7.7. The meeting terminates with individuals voting to create The meeting terminates with individuals voting to create a group ranking of the ideas.a group ranking of the ideas.

Disciplined method combining silent reflection Disciplined method combining silent reflection with scrutiny of collective thoughtwith scrutiny of collective thought


Delphi TechniqueDelphi Technique A sequence of questionnaires distributed to group A sequence of questionnaires distributed to group

members from which a solution is derived.members from which a solution is derived. Members answer the questionnaire about the problem Members answer the questionnaire about the problem

and transmit their responses to a coordinator.and transmit their responses to a coordinator. The leader aggregates the responses, and then sends The leader aggregates the responses, and then sends

them back to the members for feedback.them back to the members for feedback. Problem solving improves with each successive input.Problem solving improves with each successive input. In the last round, group members are asked to vote for In the last round, group members are asked to vote for

their choice of solutions.their choice of solutions.

Useful when group members cannot meet face-Useful when group members cannot meet face-to-face or when conflict may interfere with to-face or when conflict may interfere with effective problem solvingeffective problem solving

Time consumingTime consuming


Potential Problems within Potential Problems within GroupsGroups

Group PolarizationGroup Polarization Social LoafingSocial Loafing Groupthink Groupthink


Group PolarizationGroup Polarization

Shift in member attitudes to more Shift in member attitudes to more risky position (risky shift risky position (risky shift phenomenon) or more conservative phenomenon) or more conservative position position

Due to discovering shared opinions, Due to discovering shared opinions, persuasion from others, diffusion of persuasion from others, diffusion of responsibilityresponsibility


Social LoafingSocial Loafing

Occurs when an under motivated Occurs when an under motivated person shirks individual responsibility person shirks individual responsibility in a group and tries to squeeze by in a group and tries to squeeze by without contributing a fair share of without contributing a fair share of the workthe work


Groupthink Groupthink A deterioration of mental efficiency, reality A deterioration of mental efficiency, reality

testing, and moral judgement in the testing, and moral judgement in the interest of group cohesivenessinterest of group cohesiveness

An extreme form of consensus that An extreme form of consensus that interferes with effective decision makinginterferes with effective decision making Contributors to groupthink:Contributors to groupthink:

Directive leadershipDirective leadership High stressHigh stress Insulation of the groupInsulation of the group No built-in mechanism for evaluating decisionsNo built-in mechanism for evaluating decisions Limited timeLimited time

Prevent by encouraging doubts & Prevent by encouraging doubts & criticisms, inviting outsiders to provide criticisms, inviting outsiders to provide suggestions, get anonymous pre-meeting suggestions, get anonymous pre-meeting commitment of ideascommitment of ideas


Building TeamworkBuilding Teamwork

1.1. Instill in teams an urgent constructive Instill in teams an urgent constructive purpose.purpose.

2.2. Empower the group to determine how to meet Empower the group to determine how to meet its objectives.its objectives.

3.3. Promote working together effectively as the Promote working together effectively as the norm.norm.

4.4. Make frequent use of words and phrases that Make frequent use of words and phrases that support teamwork.support teamwork.

5.5. Use a consensus decision-making style to Use a consensus decision-making style to foster participation.foster participation.


Building Teamwork (Building Teamwork (cont.)cont.)

6.6. Feed members valid facts and information Feed members valid facts and information that motivate them to work together.that motivate them to work together.

7.7. Use language the fosters cohesion and Use language the fosters cohesion and commitmentcommitment

8.8. Avoid micromanagement in supervising the Avoid micromanagement in supervising the team too closely.team too closely.

9.9. Create physical structures suited for teams.Create physical structures suited for teams.

10.10. Reward the team as well as individuals.Reward the team as well as individuals.

11.11. Send members to outdoor (or off-site) Send members to outdoor (or off-site) training.training.

Chapter Nine Group Dynamics and Teamwork. Copyright © 2007 by Nelson, a division of Thomson Canada...

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Transcript of Chapter Nine Group Dynamics and Teamwork. Copyright © 2007 by Nelson, a division of Thomson Canada...