Introduction to delivering career development through group work 2 Presented by – Date – Conflict is the gadfly of thought. It shocks us out of sheep-like passivity, and sets us at noting and contriving…… conflict is a “sine qua non” of reflection and ingenuity. John Dewey

Aim and objectives Aim: To explore effective group work theory and its relationship to job roles and organisations Objectives: by the end of the session learners will be able to: Analyse group effectiveness Use a model to make suggestions to enhance group effectiveness Consult with others to improve own group work activities.

Effective groups Johnson & Johnson (1991) Clear cooperative goals Accurate two-way communication among members Widespread distribution, participation and leadership among group members Use of consensus to arrive at answers, solutions and decisions Power and influence based on expertise, access to information and social skills Frequent occurrence of controversy Open confrontation and negotiation of conflicts of interest among members including coordinator High cohesiveness High trust among members Climate of acceptance, respect and support among members and between group and coordinator Group norms promoting individual responsibility, accountability, helping and sharing and achievement Generally high group and interpersonal skills among members.

Analysing group effectiveness Form groups of five, if possible work with people new to you. Read the case study and undertake the following: List what went wrong and why State what could be done to make it more effective Compare your findings to the factors listed by Johnson & Johnson (1991) for running effective groups.   You have 30 minutes for this exercise and will be asked to present your findings on a flip chart to the rest of the group

Constructive feedback Specific Honest Behaviour not person Confidential if required Supports finding alternatives Respect Genuine Empathy Timely Positive-negative-positive sandwich.

Consultancy exercise As a consultant you need to find out: Find a partner to work with that you feel you could trust and respect You are both going to act as group work consultants to each other. As a consultant you need to find out: The existing situation – the group work activity, the group make up, how the session was run and the outcome. What the lecturer/trainer/assessor intended to happen The lecturer/trainer/assessor’s view on what could be done to develop or improve the activity Offer your experience and advice, using the information and knowledge from the earlier “Groupwork” session, as well as your own experience and knowledge, to develop or improve the group work. You have half an hour each for this activity – plus a fifteen minute break during the exercise

Debate in the group Split the group into two. Move to different sides of the room. One group to argue for and one against the statement Debate the statement: “Group idea storming is more creative than individual brainstorming” You have five minutes to agree your stance and five minutes for the debate You have ten minutes for this whole exercise

Creativity in groups Groups show reduction in idea generation tasks due to: Motivation loss (rely on others) Coordination loss (lack of good coordination of task and process) Anxiety (fear of being different) Loss of ideas through waiting. Groups show increase in idea generation and creativity when: There is a culture of individuality not conformity Individuals do idea generation before group discussion Controversy is encouraged and promoted alongside respect for others Group leaders model curiosity and enquiry. Johnson and Johnson (1991) & Nijstad (2009)

References Johnson, D., W. & Johnson, F., P. (1991), Joining Together, Englewood Cliffs, N.J.: Prentice- Hall Nijstad, B., A. (2009) Group Performance, Hove, East Sussex: Psychology Press . Thank you for attending, please complete an evaluation form