Group dynamics and norms
- 1. Group dynamics Ms. Sonali katoch
- 2. Group Dynamics “Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the only thing that ever has.” Margaret Mead
- 3. Introduction • The social process by which people interact and behave in a group environment is called group dynamics. • Group dynamics involves the influence of personality, power, and behaviour on the group process.
- 4. To identify and analyze the social processes that impact on group development and performance. To acquire the skills necessary to intervene and improve individual and group performance in an organizational context. To build more successful organizations by applying techniques that provide positive impact on goal achievement. Objectives
- 5. TYPES OF GROUPS 1. Primary groups 2. Secondary groups. 3. Planned groups 4. Emergent groups. 5. Informal Groups 6. Formal Groups
- 6. PRIMARY GROUP: • Primary groups are clusters of people like families or close friendship circles where close, face-to-face and intimate interaction is there. • There is also often a high level of interdependence between members. • Primary groups are also the key means of socialization in society, the main place where attitudes, values and orientations are developed and sustained. • E.g. Families, close friends.
- 7. SECONDARY GROUP: • Secondary groups are those in which members are rarely, if ever, all in direct contact. • They are often large and usually formally organized. • Trades unions and membership organizations such as the National Trust are examples of these. • They are an important place for socialization, but secondary to primary groups.
- 8. Planned groups • Planned groups are specifically formed for some purpose – either by their members, or by some external individual, group or organization. • It is of two type: Concocted: Planned by individuals or authorities outside the group e.g. military units, professional sports teams. Founded: Planned by one or more individuals who remain within the group e.g. Study groups, small businesses, clubs, associations.
- 9. Emergent groups • Groups that form spontaneously as individuals find themselves repeatedly interacting with the same subset of individuals over time and settings. • Types:- Circumstantial: Emergent, unplanned groups arising when external, situational forces set the stage for people to join together, often only temporarily, in a unified group. E.g. Waiting lines (queues), crowds, mobs, audiences.
- 10. contd….. Self-organizing: • Emerge when interacting individuals gradually align their activities in a cooperative system of interdependence. • Example: Study groups, friendship cliques in a workplace, regular patrons at a bar.
- 11. INFORMAL GROUPS • These groups may get formed within an organization or outside an organization. • They do not necessarily follow the rules and guidelines of the organization. • They informally follow the guidelines of the informal group. • These groups are called interest groups, friendship groups, reference groups etc. • For e.g. All employees of a section meet and discuss how to improve and beautify office layouts.
- 12. FORMAL GROUPS • These groups are formally created in an organization and follow the rules and guidelines prescribed by the organization. • There are three types of formal group:- Command groups Task groups or task forces Functional groups
- 13. COMMAND GROUPS • They are explained by formal organization structure and depicted on the organizational chart. • A company’s organization network starting with the chairman of board of directors through its various levels of managers right down to the workers is a typical command group example.
- 14. TASK GROUPS OR TASK FORCES • People working together to achieve a common task form a task group or a task force. • Members are grouped together either from the same department or cross-functionally to complete some specified goals on a timeline. • These task forces are appointed for a specified periods and disbanded after the goals are achieved.
- 15. FUNCTIONAL GROUPS • Functional group is created to carry out specific functions in an organization. • These are normally on-going departments of an organization and are permanent till re- structuring of organization is undertaken.
- 16. Some benefits of groups: • Groups offer people the opportunity to work together on joint projects and tasks. • They can be significant sites of socialization and education – enabling people to develop a sense of identity and belonging. • They can be significant places where relationships can form and grow.
- 17. Some benefits of groups: • They can be significant places where people can find help and support. • These are the significant settings where wisdom flourishes
- 18. DANGERS OF GROUPS: • The socialization offer by groups might be highly constraining and oppressive for some of their members. • They can foster interpersonal conflict. • The boundaries drawn around groups are part of a process of excluding certain people and creating inter-group conflict. • Groups can impact upon individuals in ways that warp their judgements and that lead to damaging decision making.
- 19. SOME KEY DIMENSIONS OF GROUPS: • Group interaction • Group interdependence • Group structure • Group goals • Group cohesion
- 20. Formation of Groups • Individuals sharing common sentiments, purpose and activities start interacting and form a group. • When individuals perceive that they can expect beneficial exchanges explicitly or implicitly by forming the group, they do so and become part of the group. • When individuals believe that they can get an identity, belongingness, self-esteem or prestige by affiliating to a particular or significant or prominent group, they do so.
- 21. Group Size • To express individual viewpoints • To develop social relationships • To ensure everyone participates • For individual recognition • Larger groups increase the possibility of conflict due to the variety of viewpoints, few opportunities for the development of social relationships, a decrease in participation levels, and lack of opportunity for individual recognition. Issues to be considered include opportunities:
- 22. Group Structure • Individual skills and performance must be a consideration in forming a group. • Diversification is a factor in both group development and skill requirement. • A more diverse group may take longer to reach peak performance due to the number of cultures, language differences, and interpretation of the task to be completed, but once they do develop, diverse groups are equally productive.
- 23. Group development • Organizational experts and practitioners have observed that new groups go through a number of stages before they achieve maximum performance. • Each stage presents the members with different challenges that must be overcome before they can move on to the next stage. • These stages have been identified as Forming, Stroming, Norming, Performing, Adjourning.
- 25. Forming • At this first stage of development, members are preoccupied with familiarizing themselves with the task and to other members of the group. • This is sometimes referred to as the dependent stage, as members tend to depend on outside expertise for guidance, job definition, and task analysis.
- 26. Storming • At this stage, the group encounters conflict as members confront and criticize each other and the approach the group is taking to their task. • Issues that arise include identification of roles and responsibilities, operational rules and procedures, and the individual need for recognition of his or her skills and abilities. • Lack of skills, ability or aptitude can also contribute to their inability to get beyond this stage.
- 27. Norming • At this point, members start to resolve the issues that are creating the conflict and begin to develop their social agreements. • The members begin to recognize their interdependence, develop cohesion, and agree on the group norms that will help them function effectively in the future.
- 28. Performing • When the group has sorted out its social structure and understands its goals and individual roles, it will move toward accomplishing its task. • Mutual assistance and creativity become prominent themes at this stage.
- 29. Adjourning • During this phase, the group will resort to some form of closure that includes rites and rituals suitable to the event. These may include socials and parties, or ceremonies that exhibit emotional support or celebration of their success.
- 30. Group Functions Three functions that influence the effectiveness and productivity of groups are task functions, maintenance functions, and self-interest functions.
- 31. Task functions • This is the primary reason for the establishment of a group to achieve the task, they must have members that fulfil some or all of the following roles: a) Initiating: by proposing tasks or goals, defining problems and suggesting procedures for a solution; b) Information seeking: by requesting facts, seeking relevant information, and asking for suggestions or ideas. c) Information giving: by offering facts, providing information, stating beliefs, and giving suggestions or ideas.
- 32. d) Clarifying ideas: by interpreting and clarifying input, indicating alternatives and giving examples; e) Bringing closure: by summarizing, restating, and offering solutions; f) Consensus testing: by checking for agreements and sending up ‘trial balloons’.
- 33. Task behavior • Each group needs social-emotional support to be effective. Some members of the group will take the lead in providing this support which consists of the following: a) Encouraging: by showing regard for other members and providing positive response to their contributions; b) Improving group by expressing group feelings, sensing moods and relationships, atmosphere: and sharing feelings; c) Harmonizing: by reconciling differences and reducing group tension; d) Compromising: by admitting errors and looking for alternatives;
- 34. Cont… e) Gate-keeping: by attempting to keep communications flowing, facilitating the participation of others, and suggesting procedures for sharing discussion; f) Standard setting: by reminding members of group norms, rules, and roles.
- 35. Self-interest Behaviour • It generally takes away from group performance and affects task achievement at the expense of the group. Activities that identify self-interest behaviour are as follows: a) Dominating and by displaying lack of respect for others, cutting them off, controlling: not listening, and restating other members’ suggestions with a different meaning; b) Blocking: by stifling a line of thought, and changing the topic either away from the point of view or back to his or her own interest
- 36. c) Manipulating: by providing self-serving information, or a single point of view designed to achieve a decision that is consistent with their position; d) Belittling: through put-downs, sneering at other’s point of view, or making jokes about another member’s contribution; e) Splitting hairs: by nit-picking, searching for insignificant details that delay a solution, or undermining another person’s point of view.
- 37. Group Norms • Social standards and acceptable behaviors; • Collectively held expectations of group functioning; • Provide regularity and predictability to group functioning.
- 38. Types of Norms • Conduct; • Work performance/attendance; • Rearranging personal space; • Assisting co-workers; • Loyalty; • Dress codes; • Rewards. Standards related to:
- 39. Roles Assigned roles - chair, secretary, manager, treasurer, etc. Emergent roles - confidant, group clown, gossip, mentor, etc.
- 40. Factors That Impact Effectiveness Role Ambiguity - worker is unclear of job definition; Role Conflict - worker experiences job overlap.
- 41. Status Symbolic - office, administrative support, perks; Impact - authority, hierarchy, decision-making, rewards.
- 42. Affected by the ability of the group to: Group Cohesion Work as a unit, share tasks, recognize member contributions; -VS- Conflict, role ambiguity, lack of motivation; -Attracts- High performers, opportunists, achievers; -Affected by- Group size, cliques, acts of protest, self-interest behavior
- 43. Support • Training; • Reward system; • Empowerment/self- management; • Organizational Representativeness/diversity.
- 44. Transactional Analysis Social transactions between individuals: Parent - protective, nurturing, controlling, critical, guiding. Adult - rational, calculating, factual, unemotional. Child - rebellious, spontaneous, dependent, creative, emotional.
- 45. Individual Behavior Passive - easily “pushed around”, compliant, submissive, non-resistant. Aggressive - pushy, hostile, forceful, creates conflict, shows disregard for others. Assertive - self-assured, confident, positive, protects own rights, respects others.
- 46. Effective Teams • High skills, high motivation; • Have a clear picture of group goals; • High performance; • Success attracts others; • Opportunity for individual recognition; Are a result of: