MSPO II Working with groups and How to work with it
- 1. MSPO-II PRESENTATION WORKING WITH GROUPS & KURT LEWIN’S CHANGE MODEL GROUP – 3 Presented By: Ashutosh- PGP25088 Bhavishya Sharma- PGP25101 Dipansha Tokas- PGP25117 Garima- PGP25129 Garima Wadhwa - PGP25130 Gaurav Jaiswal- PGP25131 1 Submitted to- Ruchika Yadav Ma’am
- 3. What is a GROUP? 1. Collection of individuals: A group is a collection of two or more individuals. 2. Interaction: There is regular contact and frequent interaction between members. 3. Interdependence: The actions of one member impact the others, creating interdependence. 4. Shared goals: Members work together to achieve a common set of goals. 5. Shared identity: Members feel a sense of belonging and camaraderie with the group. 6. Norms and roles: The group has established norms or rules for behavior and defined roles for each member. 7. Structure: The group has a structure based on roles, positions, and leadership. 3
- 5. Types of GROUPS GROUPS Primary Social Self-Help Learning Service Civic Work Public PURPOSE To provide members with affection, support, and sense of belonging To share common interests in a friendly setting or participate in social activities To support and encourage members who want or need help with personal problems To help members gain knowledge and develop skills To assist worthy causes that help other people outside the group To support worthy causes that help other people within the group To Achieve specific goals on behalf of a business or organization To discuss important issues in front of or for the benefit of the public MEMBERSHIP Families, Best Friends Athletic team members, hobbyists, sorority and fraternity members Therapy group members, participants in programs such as Weight Watchers Classmates, book group members, participants in a ceramic workshop Members of Kiwanis, Police Athletic League, Charity groups Members of PTA, Labor Unions, Veteran’s groups, Community associations Committee members, employees, task force members, management teams Participants in public panel discussions, symposiums, Forums, Government groups 5
- 6. TUCKSMAN’s GROUP DEVEOPMENT MODEL 1. The FORMING stage is the process of putting the structure of the team together. Team members feel ambiguous and conflict is avoided at all costs due to the need to be accepted into the group. Team members look to a group leader for direction and guidance, usually CORAL project guides. 2. This STORMING stage begins to occur as the process of organizing tasks and processes surface interpersonal conflicts. Leadership, power, and structural issues dominate this stage. 3. In NORMING stage, team members are creating new ways of doing and being together. Team members learn they have to trust one another for shared leadership to be effective. 4. True interdependence is the norm of PERFORMING stage of group development. The team is flexible as individuals adapt to meet the needs of other team members. This is a highly productive stage both personally and professionally. 5. In ADJOURNING stage typically team members are ready to leave (course termination) causing significant change to the team structure, membership, or purpose and the team during the last week of class. They experience change and transition. While the group continues to perform productively they also need time to manage their feelings of termination and transition. 6
- 7. BASIC TENSION IN GROUPS Primary Tension • The social unease that accompanies the get- acquainted process in groups. Secondary Tension • The frustrations and personality conflicts experienced by group members as they compete for social acceptance, status, and achievement. 7
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- 10. KURT LEWIN’S CHANGE MODEL 10
- 11. KURT LEWIN’S CHANGE MODEL • Unfreezing is the process which involves finding a method of making it possible for people to let go of an old pattern that was counterproductive in some way. • Unfreezing is necessary to overcome the strains of individual resistance and group conformity. • Unfreezing can be achieved by the use of these three methods: Increase the driving force that direct behavior away from the existing situation or status quo. Decrease the restraining forces that negatively affect the movement from the existing equilibrium. Find a combination of the two methods listed above. 11
- 12. KURT LEWIN’S CHANGE MODEL • Movement stage involves a process of CHANGE in thoughts, feelings, behavior, or all three, that is in some way more liberating or more productive. • Once team members have opened up their minds, change can start. The change process can be dynamic, and if it is to be effective, it will probably take some time and involve a transition period. • In order to gain efficiency, people will have to take on new task and responsibility, which entails a learning curve that will a first slow the organization down. • A CHANGE process has to be viewed as an investment, both in terms of time and allocation of resources: after the new organization and process have been rolled out. 12
- 13. KURT LEWIN’S CHANGE MODEL • Change will only reach its full effect if it’s made permanent. Once the organization changes have been made and the structure has regained its effectiveness, efforts should be made to cement them and make sure the new organization reach the standard. • “RE-FREEZING” gives people the opportunity to thrive in the new organization and take full advantage of the change. 13
- 14. KURT LEWIN’S CHANGE MODEL ADVANTAGES • Easy to Understand If you’re looking for a streamlined, easily understandable strategy to help you and your team manage and adapt to change, this is a good one to consider. • Based on Psychology A clear understanding of how humans’ minds work and how they typically respond to change. • Creates Sustainable Change Allows team leaders and managers to introduce changes, explain the need for them, and guide employees until they’re ready to accept and embrace those changes. • Puts People First The emphasis on real people and their responses to change makes this approach so effective and beneficial for teams of various types and sizes. CRITICISM • It May Be Too Simple for Some Critics argue that the three stages of change aren’t sufficient for adequate change management. They also claim that the model leaves too much room for interpretation, which can lead to managers misunderstanding or misusing it. • It May Be Too Rigid On a similar note, critics of Lewin’s Change Model also say that it’s too rigid and prescriptive. They argue that businesses constantly go through changes, which goes against the third stage of Lewin’s Model, Refreeze. • It Can Be Seen as Combative It can create an “us vs them” mentality that divides employees into two groups: Those who are in favour of change and those who oppose it. • Works Best for Long-Term Projects Lewin’s Change Management Model is simple in theory, but it can be complex and time-consuming in practice. 14
- 16. Case Study- Nissan Motor The Japanese automaker Nissan Motor Company was on the verge of bankruptcy due to its huge debt and constantly declining market share. Nissan entered into a strategic alliance with Renault under the change agent Carlos Ghosn where Nissan aimed to get rid of its financial debt. At the same time, Renault wanted to expand its market share. Carlos Ghosn faced the challenge of implementing a transformational change and turning around the operations of Nissan to make it profitable & formed multiple cross-functional teams to reduce employee pushback and recommend a robust action plan for different functions. He developed a strong change management strategy to tackle various business challenges and increased employee involvement in the change journey through effective communication and positive reinforcement. To refreeze the behavioral change of the team members, he introduced performance-based pay, empowered employees to try non-conventional methods, and implemented an open feedback system for guiding and facilitating the employees in enhancing workplace adaptability. 16