Unit 3 Groups and Group Dynamics

7/31/2019 Unit 3 Groups and Group Dynamics

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Unit 3


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Group behavior

Defining and forming groups Stages of groupdevelopment group properties Group decisionmaking techniques

Teams

Interpersonal skills - Johari window

Conflict

Transactional analysis Employee Counselling


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Group Meaning

Two or more individuals, interacting andinterdependent, who have come together to achieveparticular objectives.


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Individual

contributions

Individualoutcomes

Commongoals

Demands ofmanagement

Performance

Depends on

Accountability forOutcomes rests on

Members areInterested in.

Responsive to

Individual

Contributions &collective Workproducts

Mutual outcomes

Common goalsAnd commitment

To purpose

Self-imposeddemands

GROUPS TEAMS

Groups Vs Teams


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Why do people join groups? Security

Status

Self-esteemAffiliation

Power

Goal Achievement.


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Classification of Groups

Formal Group A designated work group defined by the

organizations structure.

Informal Group A group that is neither formally structured nor

organizationally determined; It appears inresponse to the need for social contact

Command Group A group composed of the individuals who report

directly to a given manager.


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Continued.

Task Group

Those working together to complete a job task.

Interest Group

Those working together to attain a specific objectivewith which each is concerned.

Friendship Group.

Those brought together because they share one ormore common characteristics.


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Stages of Group Development

1. The Five Stage ModelI Forming Stage

II Storming Stage

III Norming Stage

IV Performing Stage

V Adjourning Stage.

2. An Alternative Model for Temporary Groups withdeadlines


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Forming Stage

The First Stage in group

development, characterized

by much uncertainty.

Storming Stage

The second stage in groupdevelopment, characterized by

intragroup conflict. At the end

there is clear hierarchy of

Leadership.

Stage I

Stage II

Five-Stage Group Development Model


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Stage IIINorming Stage

It is characterized by closerelationship and cohesiveness.

The group has common set of

expectations of what defines

correct member behavior

Stage IVPerforming Stage

The group is fully functional.Group energy has moved from

getting to know each other to

performing the task at hand.


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Stage V Adjourning Stage

The final stage in group

Development for

temporary groups,characterized by

concern with wrapping

up activities

rather than task

performance.

Continued..


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Alternative Model for Temporary groups

with deadlines

The Punctuated-Equilibrium Model


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Group Properties1. Roles

2. Norms

3. Status4. Size

5. Cohesiveness


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1. Roles

A set of expected behavior pattern attributed to someoneoccupying a given position in a social unit. Role identity

Certain attitudes and behaviors consistent with a role.

Role perception An individuals view of how he or she is supposed to act in a given

situation.

Role Expectations

How others believe a person should act in a given situation.

Psychological contract an unwritten agreement that sets out whatmanagement expects from an employee and vice versa.

Role conflict

A situation in which an individual is confronted by divergent roleexpectations


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2. Norms

Acceptable standards of behavior within a group thatare shared by the groups members.

Common classes of norms

Performance norms

Appearance norms

Social arrangement norms Allocation of resources norms


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Continued. Conformity

Adjusting ones behavior to align with the norms of the group.

Deviant workplace behavior

Voluntary behavior that violates significant organizationalnorms and, in doing so, threatens the well-being of theorganization or its members


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Typology of Deviant Workplace Behavior

Category Examples

Production Leaving earlyIntentionally working slowly

Wasting resourcesProperty Sabotage

Lying about hours workedStealing from the organization

Political Showing favoritismGossiping and spreading rumorsBlaming coworkers

Personal Aggression Sexual harassmentVerbal abuse

Stealing from coworkers


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3. Status

Group Norms

Status Equity

Culture

Group Member

Status

A socially defined position or rank given to groups or groupmembers by others.

Power overOthers

Ability to

Contribute

PersonalCharacteristics


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4. Size

Size

Smaller groups are better at completing tasks

Individuals perform better in smaller groups

If the goal of the group is fact finding, larger groups areeffective; smaller groups are better at doing somethingproductive with the input.

Social loafing

The tendency for individuals to expend less effort when workingcollectively than when working individually.


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Continued.

Group Size

Performance

Other conclusions:

Odd number groups dobetter than even.

Groups of 7 or 9 performbetter overall than largeror smaller groups.

Social LoafingThe tendency for individuals to expend less effort whenworking collectively than when working individually.


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5. Cohesiveness

Increasing group cohesiveness:

1. Make the group smaller.

2. Encourage agreement with group goals.

3. Increase time members spend together.

4. Increase group status and admission difficultly.

5. Stimulate competition with other groups.

6. Give rewards to the group, not individuals.

7. Physically isolate the group.

Cohesiveness

Degree to which group members are attracted toeach other and are motivated to stay in the group.


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Group think

Group pressures for conformity

Deters the group from critically appraising unusual,minority or unpopular views.

Hinders performance.


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Group Shift

A change in decision between a groups decisionand an individual decision that a member withinthe group would make; the shift can be towardeither conservatism or greater risk.

Members exaggerate the initial position they hold. Reasons for the shift

Discussion creates familiarization Members become more comfortable, bold and daring. Developed nations value risk. Group diffuses responsibility.


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Group decision-making technique

Interacting groups

Typical groups, in which members interact with eachother face-to-face

Brainstorming

An idea generation process that specifically encourages

any and all alternatives, while withholding any criticismof those alternatives.


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Continued. Nominal group technique

A group decision making method in which individualmembers meet face-to-face to pool their judgments in a

systematic but independent fashion

Electronic meeting

A meeting in which members interact on computers,allowing for anonymity of comments and aggregation of

votes


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Group decision-making techniqueStrengths

More completeinformation andknowledge

Diversity of views

Increased acceptance ofa solution

Weaknesses

Conformity pressures ingroups

Time consuming

Dominated by one or a

few members


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TEAMS


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Working in Teams Teams Vs Groups Types of teams Creating effective

teams Turning individuals into team players


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Difference between Groups and Teams Two or more individuals, interacting and interdependent,

who have come together to achieve particular objectives iscalled a GROUP.

AWORK GROUP is a group that interacts primarily toshare information and to make decisions to help eachmember perform within his or her area of responsibility.

AWORK TEAM is a group whose individual efforts resultin a performance that is greater than the sum of theindividual inputs.


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Comparing Work groups and Work teams

Work groups Work teams

Share information

Neutral (sometimes ve)

Individual

Random and Varied

Collective Performance

Positive

Individual and mutual

Complementary

Goal

Synergy

Accountability

Skills


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Types of teams

Problem Solving Teams

Self-managed Work teams

Cross-functional Teams

Virtual teams


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Types of teams Problem Solving Teams Groups of 5 to 12 employees from the same department who meet for a few

hours each week to discuss ways of improving quality, efficiency, and thework environment.

Self-managed Work teams Groups of 10 to 15 people who take on responsibilities of their former

supervisors

Cross-functional Teams Employees from about the same hierarchical level, but from different work

areas, who come together to accomplish a task

Virtual teams Teams that use computer technology to tie together physically dispersed

members in order to achieve a common goal.


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TEAM EFFECTIVENESS

ContextAdequate resourcesLeadership & StructureClimate of trustPerformance Evaluation&Reward Systems

CompositionAbilities of membersPersonalityAllocating roles**

DiversitySize of teamsMember flexibilityMember preferences

Work designAutonomySkill varietyTask identityTask significance

ProcessCommon purposeSpecific GoalsTeam EfficacyConflict levels

Social loafing


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Allocation of roles Key roles Linker

Coordinates and integrates

Creator Initiates creative ideas

Promoter Champions ideas after they are initiated

Assessor Offers insightful analysis of options

Organizer Provides Structure


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Continued Producer

Provides direction and follow-through

Controller Examines details and enforces rules

Maintainer

Fights external battlesAdviser

Encourages the search for more information


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Turning individuals into team players

The challenge To communicate openly and honestly

To confront differences and resolve conflicts

To sublimate personal goals for the good of the team Challenge will be more when

The national culture is highly individualistic

Teams are being introduced into an established organization thathas historically valued individual achievements.

Shaping team players Selection

Training

Rewards


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Discussion Topic.. Informal teams exist in almost every form of social

organization. What types of informal groups exist inyour classroom?

Why are students motivated to belong to theseinformal groups?


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Interpersonal BehaviorTransactional Analysis


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Interpersonal behaviorAnalysis of self awareness

Analysis of ego states (Structural Analysis)

Transactional analysis Life-position analysis

Stroking

Games analysis

Script analysis.


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Analysis of Self Awareness Self awareness is a cognitive concept, it describes the

self in terms of image, both conscious andunconscious.

Joseph Luft and Harrington Ingham havedeveloped a diagram to look at ones personalityincluding behaviors and attitudes that can be knownand unknown to self and known and unknown toothers


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Johari Window

Blind

UnknownHidden

Informationknown to others

Information notKnown to others

InformationKnown to self

Information notknown to self

Open


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Analysis of Ego StatesAn ego state is a pattern of behavior that a person

develops as he or she grows, based on his or her

accumulated network of feelings and experiences. Ego states are a persons way of thinking, feeling and

behaving at anytime.

TA uses Freudian psychoanalytic theory as abackground for identifying 3 important ego states Parent Ego

Adult Ego and

Child Ego


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Parent ego state

Values, attitudes and behaviors of parents becomean integral part of the personality of an individual.

The characteristics of a person with parent ego are:Judgmental

Value laden

Rule maker

Moralizing

Over protective

Distant

Dogmatic

Indispensable

Upright


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Parent ego state contd.

Types

Nurturing parent Ego

Reflects sympathetic protective and nurturing behavior thatnot only towards children but also to other people ininteraction.

Critical / Regulating Parent Ego

Shows critical and evaluative behavior in interaction with

others. This ego state attacks peoples personalities


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Adult Ego StateAuthentic, direct, reality based, rational, fact

seeking and problem solving

People with adult ego state gather relevantinformation, carefully analyze it and generatealternatives and make alternative choices.

This ego state can be identified by verbal andphysical signs which includes thoughtfulconcentration and factual discussion Responds to reality Does not have any values or emotions; called a task

function


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Child Ego State Contd.. Forms of Child Ego State

Natural Child

Affectionate, impulsive, uncensored and curious,fearful, rebellious and curious.

Creative / The Little Professor

Intuitive, creative and manipulative.

The Adaptive Child The adaptive child is the trained one and he is likely to

do what parents insist on and sometimes learn to feelnon OK.


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Transactional Analysis

The unit of social intercourse is called a Transaction.

If 2 or more people encounter each other in a social

aggregation, one of them will speak or give some otherindication of acknowledging the presence of theother.Transactional stimulus.

Another person will say or do something which is insome way related to this stimulus..Transactionalresponse.


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Transactional Analysis ContdA transaction is the act of communication or,

interaction between two people. A transaction

starts with a stimulus and ends with aresponse.

Transactions are of 3 types

Complementary transactions

Crossed transactions

Ulterior transactions


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Complementary Transactions

If the response is by the same ego-state as the one

which received the message, it is called acomplementary or parallel transaction.

P

A

C

P

A

C

Subordinate: Would you like to

go to the magic show? I have 2tickets.

Boss: Sure, lets go.

Boss Subordinate


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Crossed transactionWhen the response do not originate from the ego-

state in which it was received, it can be called as

crossed transaction.

P

A

C

P

A

C

Boss Subordinate

Boss: Is the report ready?

Subordinate: Do you thinkI have no other work to do?


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Ulterior TransactionA message sent may have 2 targets (ego

states). There may be an overt message

(open and expressed), but it may alsocontain a covert message( a hidden one).

Transactions with such messages are calledulterior transactions.


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P

A

C

P

A

C

Boss: What is the date today?Overt message (A --- A): Asking the dateCovert Message (P ---C ): You are late again.

Subordinate: Sir, I shall definitely send the report tomorrow.

Boss Subordinate


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Life Position Analysis

1. Im OK, youre OK ------ Healthy position

2. Im OK, youre not OK ------ Paranoid position3. Im not OK, youre OK ------ Depressive position

4. Im not OK, youre not OK ------ SchizoidPosition


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General transactional styles in the 4 life positions

A

Avoidant/Averse(Neglected child

state)

B

Bossing (CriticalParent ego state)

D

Diffident

(Child ego state)

C

Competent/Confident/

Creative (Adult,

nurturing parent and

happy child ego state)

Youre

not OK

YoureOK

Im not OK Im OK


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Stroking ??? Stroke refers to giving some kind of recognition to the

other

Types

Positive strokes

Negative strokes

Mixed strokes


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Games Analysis A game is a recurring set of transactions, often

repetitions, superficially plausible, with aconcealed motivation or more colloquially, a series

of moves with a share or gimmick.Eric Berne

A psychological game is a set of transactions withthree characteristics A transaction tend to be repeated

They make sense on superficial or social level

One or more of the transactions is ulterior.


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Continued Psychological games are played in the

organizations because of the following reasons:

To get strokes

To strengthen life positions

To avoid or control intimacy.


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Types of games

1st degree game socially acceptable

2nd degree game a permanent remedialdamage arises, but the player would concealfrom the public.

3rd degree ends in surgery, courtroom or themortuary.


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Script Analysis All the world is a stage. And all the men and women

merely players. They have their exits and their entrances.Each man in his time play many parts. ???????????


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Script?A script is an ongoing programme, developed in

early childhood under parental influence which

directs the individual behavior in the mostimportant aspect of his life


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Conflict

f


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Definition

Conflict is any difference of opinion, disagreementor disequilibrium between

one member and another member of an organization, one member and group, and between two groups

Positives.. Provide opportunities for individuals to think and take

concrete decisions Leads to innovation

Brings cohesiveness Provides challenging work environment Indicates shortcomings in the system Device to overcome frustrations and tensions


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Levels of Conflict Levels of conflict

Intrapersonal Conflict

Interpersonal Conflict

Intragroup conflict Intergroup Conflict

Constructive Escalate

Destructive De-escalate


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Managing conflict Preventive measures Development of effective leadership

Development of effective participative decision making

Development of effective 2 way communication Improvement in interpersonal relationship

Provision of facilities

Curative measures


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Conflict Resolution Strategies

Problem solving Most positive technique as it emphasizes on

attaining the common interests of both conflictingparties.

Avoidance Physical or mental withdrawal from the conflict -

low concern for either partys outcomes and oftenresults in a lose-lose situation.

SmoothingAccommodating the other partys interests

emphasize more concern for others, resulting inlose-win situation


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Continued Compromising

Willing to give up something in exchange forgaining something else. Moderate degree of concernfor self and others. No clear-cut outcome.

Confronting

Working through a mutually satisfactory resolution.

Maximizes the achievement of both partys goals,resulting in awin-win situation.

Four possible outcomes of


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1 2

Lose-WinLose-Lose

3

Win-Lose

4

Win-win

LOSE WIN

WIN

LOSE

IndividualAsOutcome

Individual Bs Outcome

Four possible outcomes ofConflict;Four possible intentions of

the participants.


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Conflict Defined

A process that begins when one party perceives that

another party has negatively affected, or is about tonegatively affect, something that the first partycares about

That point in an ongoing activity when aninteraction crosses over to become an interpartyconflict


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Continued. Encompasses a wide range of conflicts that people

experience in organizations

Incompatibility of goals

Differences over interpretations of facts

Disagreements based on behavioral expectations


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Transitions in Conflict Thought

Traditional View of Conflict

The belief that all conflict is harmful and must be avoided

Prevalent view in the 1930s-1940s

Conflict resulted from:

Poor communication

Lack of openness

Failure to respond to employee needs


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Continued..

Human Relations View of Conflict

The belief that conflict is a natural and inevitable outcome inany group

Prevalent from the late 1940s through mid-1970s

Interactionist View of Conflict

The belief that conflict is not only a positive force in a group

but that it is absolutely necessary for a group to performeffectively

Current view


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Forms of Interactionist Conflict


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Types of Interactionist Conflict

Task Conflict

Conflicts over content and goals of the work

Low-to-moderate levels of this type are FUNCTIONAL Relationship Conflict

Conflict based on interpersonal relationships

Almost always DYSFUNCTIONAL

Process Conflict Conflict over how work gets done

Low levels of this type are FUNCTIONAL


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Levels of Conflict?

Levels of conflict

Intrapersonal Conflict

Interpersonal Conflict Interorganizational conflict

Intergroup Conflict

Constructive Escalate

Destructive De-escalate


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Effects of Conflict

Advantages People are stimulated to search for improved approaches that lead

to better results. Energizes them to be more creative and to experiment with new

ideas. If conflict is resolved, individuals will be more committed to the

outcome.

Disadvantages If conflict lasts for a long period of time, it becomes too intense

and personalized. At the interpersonal level, cooperation and teamwork may

deteriorate. At the individual level, some people may feel defeated, stress level

will rise, become demotivated and there will be decline in self-image


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The Conflict ProcessWe will focus on each step in a moment


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Stage I: Potential Opposition or Incompatibility

Communication Semantic difficulties, misunderstandings, and noise

Structure Size and specialization of jobs

Jurisdictional clarity/ambiguity

Member/goal incompatibility

Leadership styles (close or participative)

Reward systems (win-lose)

Dependence/interdependence of groups

Personal Variables Differing individual value systems

Personality types


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Stage II: Cognition and Personalization

Important stage for two reasons:

1. Conflict is defined

Perceived Conflict

Awareness by one or more parties of the existence ofconditions that create opportunities for conflict to arise

2. Emotions are expressed that have a strong impact onthe eventual outcome

Felt Conflict

Emotional involvement in a conflict creating anxiety,tenseness, frustration, or hostility


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Stage III: Intentions

Intentions

Decisions to act in a given way Note: behavior does not always accurate reflect intent

Dimensions of conflict-handling intentions: Cooperativeness

Attempting to satisfythe other partysconcerns

Assertiveness Attempting to satisfy

ones own concerns


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Stage IV: Behavior Conflict Management

The use of resolution and stimulation techniques toachieve the desired level of conflict

Conflict-Intensity Continuum


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Conflict Resolution Techniques

Problem solving

Super ordinate goals Expansion of resources

Avoidance

Smoothing

Compromise Authoritative command

Altering the humanvariable

Altering the structuralvariables

Communication

Bringing in outsiders

Restructuring theorganization

Appointing a devilsadvocate


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Stage V: Outcomes

Functional Increased group performance

Improved quality of decisions

Stimulation of creativity andinnovation

Encouragement of interestand curiosity

Provision of a medium forproblem-solving

Creation of an environmentfor self-evaluation and change

Dysfunctional Development of discontent

Reduced group effectiveness

Retarded communication

Reduced group cohesiveness Infighting among group

members overcomes groupgoals

Creating Functional

Conflict Reward dissent and punish

conflict avoiders


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Indirect conflict management approaches Reduced interdependence

Decoupling

Buffering

Linking pin roles

Appeals to common goals

Hierarchical referral

Altering scripts and myths

Direct Conflict management approaches


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Avoiding

Physical or mental withdrawal from the conflict - low concern foreither partys outcomes and often results in a lose-lose situation.

Smoothing Accommodating the other partys interests emphasize more

concern for others, resulting in lose-win situation

Forcing Using power tactics to achieve a win. Relies on aggressiveness and

dominance to achieve personal goals at the expense of other party.Results in awin-lose situation.

Compromising Willing to give up something in exchange for gaining something

else. Moderate degree of concern for self and others. No clear-cutoutcome.

Confronting Working through a mutually satisfactory resolution. Maximizes the

achievement of both partys goals, resulting in awin-win situation.

Four possible outcomes of


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1 2

Lose-WinLose-Lose

3

Win-Lose

4

Win-win

LOSE WIN

WIN

LOSE

IndividualAsOutcome

Individual Bs Outcome

Conflict;Four possible intentions of

the participants.


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Employee counseling Counseling is a discussion with an employee of aproblem that usually has emotional content in order tohelp the employee cope with it better.

It is an exchange of ideas and feelings between twopeople, nominally a counselor and a counselee.

Need for counseling


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What can counseling do? Advice Telling a person what you think should be done; coaching

Reassurance

Giving people courage and confidence that they are capable offacing a problem

Communication

Providing information and understanding


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Continued Release of emotional tension Helping a person feel more free of frustrations and stress

Clarified thinking

Encouraging more coherent, rational and mature thought Reorientation

Encouraging an internal change in goals, values and mentalmodels


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Types of counseling

Non-directive

counseling

Participative

counseling

Directive

counseling

No directionFull direction


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Difference between directive and non-directive

counseling

Non-directive counseling Directive counseling

Counseling method

Employee primarily controls

the direction of theconversation and does mostof the talking

Responsibility for solution

Employee

Counselor primarily controls

the direction of theconversation and does mostof the talking

Counselor


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ContinuedNon-directive counseling Directive counseling Status of participants

Employee and counselor areon an equal level

Role of participants Employee is psychologically

independent

Emphasis placed Psychological adjustment is

paramount, with deep feelingsand emotional problemsaccented

The counselor is at least

implicitly superior to theemployee

Employee is psychologicallydependent on the counselor

Solution of current problemsis emphasized, with feelingsand emotions often ignored

Unit 3 Groups and Group Dynamics

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Transcript of Unit 3 Groups and Group Dynamics