1. ‘There is somebody wiser than any of us, and that is everybody.’
Group dynamics
Chapter 19
‘There is somebody wiser than any of us, and that is everybody.’
Napoleon Bonaparte
© Pearson 2012

2. Individuals in a work group
Have a common goal
Need to interact with one another to accomplish their goal
Recognise one another’s existence
See themselves as part of a group
Also
A small team is one that has between three and ten people.
A work team involves work.
© Pearson 2012

3. Synergy
Synergy is the state achieved when the combined effect of the parts exceeds their individual effects.
when people work alone then
= 9
when there is synergy
3 x 3 x 3 = 27
© Pearson 2012

4. Why can synergy produce better outcomes?
The creative effect of combined ideas and thinking skills
The motivation of a social group
© Pearson 2012

5. A model of group communication
© Pearson 2012

6. Influences on teams Size Purpose The relationships of members
The level of conflict, cooperation or competition
© Pearson 2012

7. Synergy in groups
© Pearson 2012

8. Problems with groups Conflicting ideas Conflicting interests
Time delays
Premature decisions
Individual domination
Members not contributing
Taking risks (risky-shift phenomenon)
Groupthink
© Pearson 2012

9. Group dynamics
© Pearson 2012

10. Five simple rules for being a good team member
Get involved early.
Be a team player.
Bring value to a team.
Assess team needs.
Follow-up on group tasks.
(Modaff & Dewine, 2002)

11. The principles of high-quality group dynamics
Develop ground rules or norms which are constructive.
Achieve clarity and alignment about goals.
Use consensus-style decision making.
Use constructive dialogue rather than debate.
Be aware of the stages the group progresses through and commit to deal with the conflict stage effectively.
Balance task and maintenance behaviours.
Use appropriate leadership for appropriate stages or situation.
© Pearson 2012

12. Ground rules or norms
Rules or expectations about the behaviour of groups
formal
informal
© Pearson 2012

13. Group goals
‘If there is one single factor that separates successful groups from unsuccessful groups, it is having a clear goal.’
Engleberg & Wynn (2003, p. 5)
© Pearson 2012

14. Decision making Exercise of authority Democratic or majority Consensus
© Pearson 2012

15. The value of consensus
It is useful when all team members need to be committed to the decision or solution to implement it.
Consensus-building process can bring the group back on track.
It produces higher-quality decisions.
© Pearson 2012

16. Achieving consensus
Listen carefully and allow everyone to put forward their views.
Make sure you have all the information and facts needed to make a decision.
Don’t change your mind simply in order to avoid conflict.
Avoid conflict-reducing processes.
Avoid defensive behaviour.
© Pearson 2012

17. Achieving consensus (cont.)
Involve everyone in the discussion.
Seek out all different positions and opinions.
Reflect and inquire.
Don’t expect the process to be quick.
Appoint a chairperson.
© Pearson 2012

18. Debate v. Dialogue Debate members of teams: Dialogue
go into discussion with their minds made up
talk to win
listen to identify others’ weaknesses.
Dialogue
listen to understand others’ reasoning
talk to reveal their own reasoning
work towards a consensus decision.
© Pearson 2012

19. Ladder of reasoning Action  Belief Conclusion Assumptions
Selecting data
Observable data
(Source: Adapted from Senge, 1992)
© Pearson 2012

20. Dialogue Reflection understanding your own reasoning Inquiry
understanding another’s reasoning
Advocacy
explaining your position and how you arrived at it.
© Pearson 2012

21. Balance of roles
© Pearson 2012

22. Stages of a group Forming agreeing on a goal or vision
delegating tasks
apparent consensus
some may be quiet and unsure about contributing.
Storming
conflict arises over issues, values, personalities or ideas.
Norming
conflict is resolved by identifying and solving problems.
Performing
the team works harmoniously towards a common goal.
© Pearson 2012

23. Conflict and synergy
© Pearson 2012

24. Authoritarian leadership
Control most decisions – tells the others what to do
Strongly goal-oriented
Decisions may lack imagination or commitment from the group
This style is useful when:
quick decisions are needed
there is an emergency
completing a task such as end stages of a group.
© Pearson 2012

25. Democratic leadership
Listens and guides decision making
Guides discussion rather than directs
Receptive to group members’ suggestions
Most decision making left to group
Decisions more creative but slower
More commitment to decisions and group
Useful for middle stage where there needs to be synergy
© Pearson 2012

26. Laissez-faire leadership
Allows the members to make all the decisions
Does not direct
Acts as adviser and facilitator
Group members set rules for discussion
This style is useful when:
the group is in a situation that requires exploration or creative ideas
new and a natural leader hasn’t emerged
the members can function without a leader
no one can lead.
© Pearson 2012

27. Appropriate leadership styles
Group
stage Beginning
Middle
End
Appropriate
Style Laissez-faire
Democratic Authoritarian
© Pearson 2012

28. Laissez-faire Democratic Authoritarian Appropriate style
Group
stage
Beginning Middle End
Laissez-faire Democratic Authoritarian
Appropriate
style
© Pearson 2012

29. Other leadership styles
Task- or relationships-focused style
Appropriateness of style depends on:
The state of leader – member relations (good or poor)
The clarity of the task (high or low)
The degree of power of the leader (high or low)
© Pearson 2012

30. Influences on leadership effectiveness
© Pearson 2012

31. What makes a virtual team successful?
Trust
Clear expectations and direction
Clear rewards
Collaboration
Consider culture
Meets social needs
© Pearson 2012