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.

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Presentation transcript:

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

Group Dynamics The social process by which people interact in a group environment The influences of personality, power and behavior on the group process

Types of Groups Formal - structured to perform specific tasks. Informal - emerge naturally in response to organizational or member interests.

Group Size ★ to express individual viewpoints; ★ to develop social relationships; ★ to ensure everyone participates; ★ for individual recognition. Issues to be considered include opportunities:

Group Development Forming - orientation, guidance (dependence) Storming - conflict, roles and responsibilities, rules and procedures, individual recognition (counterdependence)

Group Development (contd) Norming - issue resolution, develop social agreements, cohesion, establish group norms (interdependence) Performing - mutual assistance, creativity, understanding goals and roles (independence) Adjourning - closure, symbolism, ceremonies, and emotional support.

Group Functions ★ Task behaviors; ★ Maintenance behaviors; ★ Self-interest behaviors.

Task Behaviors ★ initiating; ★ information seeking/giving; ★ clarifying ideas; ★ brining closure; ★ consensus testing.

Maintenance Behaviors ★ encouraging; ★ improving group atmosphere; ★ harmonizing; ★ compromising; ★ gate-keeping.

Self-interest Behaviors ★ dominating/controlling; ★ blocking; ★ manipulating; ★ belittling; ★ splitting hairs.

Group Norms ★ social standards and acceptable behaviors; ★ collectively held expectations of group functioning; ★ provide regularity and predictability to group functioning.

Types of Norms ★ conduct; ★ work performance/attendance; ★ rearranging personal space; ★ assisting co-workers; ★ loyalty; ★ dress codes; ★ rewards. Standards related to:

Roles Assigned roles - chair, secretary, manager, treasurer, etc; Emergent roles - confidant, group clown, gossip, mentor, etc;

Factors That Impact Effectiveness Role Ambiguity - worker is unclear of job definition; Role Conflict -worker experiences job overlap.

Status Symbolic - office, administrative support, perks; Impact -authority, hierarchy, decision- making, rewards.

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

Support ★ training; ★ reward system; ★ empowerment/self-management; ★ organizational representativeness/diversity.

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.

Effective Teams ★h★h igh skills, high motivation; ★h★h ave a clear picture of group goals; ★h★h igh performance; ★s★s uccess attracts others; ★o★o pportunity for individual recognition; ★r★r ecognition of professionalism. Are a result of: