1. Chapter Nine Group Dynamics and Teamwork

2. Copyright © 2007 by Nelson, a division of Thomson Canada Limited2 Objectives After reading and studying this chapter, you should be able to: 1. Describe the various types of groups in organizations. 2. Summarize the stages of group development and key roles members occupy within a work group. 3. Identify characteristics of an effective work group. 4. Implement two different methods of group problem solving and decision making. 5. Pinpoint several potential problems with group effort and know how to prevent them 6. Explain how to foster teamwork.

3. Copyright © 2007 by Nelson, a division of Thomson Canada Limited3 Teams and Groups A group is a collection of people who interact with one another, work towards a common goal, and see themselves as a group. A group is a collection of people who interact with one another, work towards a common goal, and see themselves as a group. Characterized by individual accountability, a clearly focused leader Characterized by individual accountability, a clearly focused leader A team is a special type of group, whose members have complementary skills, are committed to group goals, and deliver a joint work product A team is a special type of group, whose members have complementary skills, are committed to group goals, and deliver a joint work product Characterized by individual and mutual accountability, a team leader sharing leadership roles Characterized by individual and mutual accountability, a team leader sharing leadership roles

4. Copyright © 2007 by Nelson, a division of Thomson Canada Limited4 Formal versus Informal Groups Formal group: Formal group: Deliberately formed by the organization to accomplish specific tasks & achieve goals Deliberately formed by the organization to accomplish specific tasks & achieve goals E.g., departments, committees, task forces E.g., departments, committees, task forces Informal group: Informal group: Emerges over time through interaction of workers Emerges over time through interaction of workers No explicit goals; often satisfies social needs No explicit goals; often satisfies social needs

5. Copyright © 2007 by Nelson, a division of Thomson Canada Limited5 1. Cross-Functional teams 2. Virtual Teams 3. Top Management Teams Types of Work Teams

6. Copyright © 2007 by Nelson, a division of Thomson Canada Limited6 Cross-Functional Team A group of workers with different specialties drawn from the same level in the organization to blend their talents to accomplish a task such as product development. A group of workers with different specialties drawn from the same level in the organization to blend their talents to accomplish a task such as product development. Individual members think in terms of what is good for the organization and not their specialty Individual members think in terms of what is good for the organization and not their specialty Key is leader with both technical & process skills Key is leader with both technical & process skills

7. Copyright © 2007 by Nelson, a division of Thomson Canada Limited7 Virtual Teams Are small groups of people who conduct almost all of their collaborative work by electronic communication rather than face-to-face. Members can be located anywhere in the world. Are small groups of people who conduct almost all of their collaborative work by electronic communication rather than face-to-face. Members can be located anywhere in the world. Use e-mail, videoconferencing, groupware Use e-mail, videoconferencing, groupware Mutual trust is major success factor Mutual trust is major success factor

8. Copyright © 2007 by Nelson, a division of Thomson Canada Limited8 Top Management Team Is the group of managers at the top of organizations that collaborate in making most major decisions. Is the group of managers at the top of organizations that collaborate in making most major decisions. Occasionally, can be a committee of two or more top executives who claim to share power Occasionally, can be a committee of two or more top executives who claim to share power

9. Copyright © 2007 by Nelson, a division of Thomson Canada Limited9 Exhibit 9-2 Stages of Group Development

10. Copyright © 2007 by Nelson, a division of Thomson Canada Limited10 Stages of Group Development Stage 1: Forming Stage 1: Forming A time of confusion, caution, communality for members. A time of confusion, caution, communality for members. Group members seek to know: Group members seek to know: What tasks are expected to be performed. What tasks are expected to be performed. What the benefits are of group membership. What the benefits are of group membership. What rules must be followed and expected behaviours. What rules must be followed and expected behaviours.

11. Copyright © 2007 by Nelson, a division of Thomson Canada Limited11 Stages of Group Development (continued) Stage 2: Storming Stage 2: Storming A time of hostility, infighting, tension, and confrontation. A time of hostility, infighting, tension, and confrontation. Members argue to clarify expectations. Members argue to clarify expectations. Coalitions, cliques, and subgroups form within the group. Coalitions, cliques, and subgroups form within the group.

12. Copyright © 2007 by Nelson, a division of Thomson Canada Limited12 Stages of Group Development (continued) Stage 3: Norming Stage 3: Norming A period of quiet; resistance is overcome and group standards (norms) are established. A period of quiet; resistance is overcome and group standards (norms) are established. Cohesiveness and commitment begin to emerge. Cohesiveness and commitment begin to emerge. Sources of “norms”: Sources of “norms”: The group itself sets behavioural and performance standards. The group itself sets behavioural and performance standards. Organizational rules and policies are adopted. Organizational rules and policies are adopted. Influential team members inspire the group. Influential team members inspire the group.

13. Copyright © 2007 by Nelson, a division of Thomson Canada Limited13 Stages of Group Development (continued) Stage 4: Performing Stage 4: Performing In this stage, the group is ready to focus on accomplishing its key tasks. In this stage, the group is ready to focus on accomplishing its key tasks. Intrinsic motivation and creativity emerge as the group performs (“working for the cause”). Intrinsic motivation and creativity emerge as the group performs (“working for the cause”). Stage 5: Adjourning Stage 5: Adjourning Groups are dissolved after their tasks are accomplished. Groups are dissolved after their tasks are accomplished.

14. Copyright © 2007 by Nelson, a division of Thomson Canada Limited14 Stages of Group Development (continued) Not all groups go through all stages Not all groups go through all stages Can revert to earlier stage Can revert to earlier stage Key managerial challenge: Key managerial challenge: To help groups move past the first three stages of group development into performing. To help groups move past the first three stages of group development into performing.

15. Copyright © 2007 by Nelson, a division of Thomson Canada Limited15 Roles Within Groups 1. Knowledge contributor 2. Process observer 3. People supporter 4. Challenger 5. Listener 6. Mediator 7. Gatekeeper 8. Take-charge leader

16. Copyright © 2007 by Nelson, a division of Thomson Canada Limited16 Exhibit 9-3 Characteristics of Effective Work Groups

17. Copyright © 2007 by Nelson, a division of Thomson Canada Limited17 Characteristics of Effective Work Groups Job Design Job Design Principles of job enrichment apply Principles of job enrichment apply A Feeling of Empowerment A Feeling of Empowerment Authority to solve problems on own Authority to solve problems on own Group experiences: potency, meaningfulness, autonomy, and impact. Group experiences: potency, meaningfulness, autonomy, and impact. Interdependence (Task & Goal) Interdependence (Task & Goal) Increases motivation and the sense of responsibility for the work of the group as members interact and depend on one another to accomplish the task. Increases motivation and the sense of responsibility for the work of the group as members interact and depend on one another to accomplish the task. Involves linking individual goals to the group’s goals Involves linking individual goals to the group’s goals

18. Copyright © 2007 by Nelson, a division of Thomson Canada Limited18 Characteristics of Effective Work Groups (cont.) Team Efficacy Team Efficacy The team’s belief that it can successfully perform a specific task. The team’s belief that it can successfully perform a specific task. Right Mix and Size Right Mix and Size Diversity improves problem solving if interactions of high quality Diversity improves problem solving if interactions of high quality Groups must be large enough to do the job yet small enough to maintain internal communications, cohesiveness, and coordination. Groups must be large enough to do the job yet small enough to maintain internal communications, cohesiveness, and coordination.

19. Copyright © 2007 by Nelson, a division of Thomson Canada Limited19 Characteristics of Effective Work Groups (cont.) Emotional Intelligence Emotional Intelligence Teams benefit from members with high emotional intelligence who build relationships both inside and outside the team, and understand their environment Teams benefit from members with high emotional intelligence who build relationships both inside and outside the team, and understand their environment Support for the Work Group Support for the Work Group Group gets needed information, coaching, technology, training, recognition & rewards Group gets needed information, coaching, technology, training, recognition & rewards

20. Copyright © 2007 by Nelson, a division of Thomson Canada Limited20 Characteristics of Effective Work Groups (cont.) Effective Group Processes Effective Group Processes Social support of one another, workload sharing, communication & cooperation Social support of one another, workload sharing, communication & cooperation Following work processes and procedures Following work processes and procedures Cohesiveness Cohesiveness Will lead group to pull together Will lead group to pull together Familiarity Familiarity Effectiveness increases when group members have a high degree of specific knowledge of their jobs, coworkers, and the environment Effectiveness increases when group members have a high degree of specific knowledge of their jobs, coworkers, and the environment

21. Copyright © 2007 by Nelson, a division of Thomson Canada Limited21 Group Problem Solving & Decision Making Teams & groups make most major decisions in organizations Teams & groups make most major decisions in organizations In general, group decision making superior to individual decision making In general, group decision making superior to individual decision making Group decision making styles vary from consultative through consensus to democratic Group decision making styles vary from consultative through consensus to democratic

22. Copyright © 2007 by Nelson, a division of Thomson Canada Limited22 Nominal Group Technique 1. Members of the group are chosen and brought together. 2. If the group is too large, it is divided into subgroups. 3. The group leader presents the question. 4. Individual members independently record their work. 5. Each group member presents one idea without discussion. 6. Once members have presented their viewpoints, evaluate all of the ideas. 7. The meeting terminates with individuals voting to create a group ranking of the ideas. Disciplined method combining silent reflection with scrutiny of collective thought Disciplined method combining silent reflection with scrutiny of collective thought

23. Copyright © 2007 by Nelson, a division of Thomson Canada Limited23 Delphi Technique A sequence of questionnaires distributed to group members from which a solution is derived. A sequence of questionnaires distributed to group members from which a solution is derived. Members answer the questionnaire about the problem and transmit their responses to a coordinator. Members answer the questionnaire about the problem and transmit their responses to a coordinator. The leader aggregates the responses, and then sends them back to the members for feedback. The leader aggregates the responses, and then sends them back to the members for feedback. Problem solving improves with each successive input. Problem solving improves with each successive input. In the last round, group members are asked to vote for their choice of solutions. In the last round, group members are asked to vote for their choice of solutions. Useful when group members cannot meet face-to-face or when conflict may interfere with effective problem solving Useful when group members cannot meet face-to-face or when conflict may interfere with effective problem solving Time consuming Time consuming

24. Copyright © 2007 by Nelson, a division of Thomson Canada Limited24 Potential Problems within Groups Group Polarization Group Polarization Social Loafing Social Loafing Groupthink Groupthink

25. Copyright © 2007 by Nelson, a division of Thomson Canada Limited25 Group Polarization Shift in member attitudes to more risky position (risky shift phenomenon) or more conservative position Shift in member attitudes to more risky position (risky shift phenomenon) or more conservative position Due to discovering shared opinions, persuasion from others, diffusion of responsibility Due to discovering shared opinions, persuasion from others, diffusion of responsibility

26. Copyright © 2007 by Nelson, a division of Thomson Canada Limited26 Social Loafing Occurs when an under motivated person shirks individual responsibility in a group and tries to squeeze by without contributing a fair share of the work Occurs when an under motivated person shirks individual responsibility in a group and tries to squeeze by without contributing a fair share of the work

27. Copyright © 2007 by Nelson, a division of Thomson Canada Limited27 Groupthink A deterioration of mental efficiency, reality testing, and moral judgement in the interest of group cohesiveness A deterioration of mental efficiency, reality testing, and moral judgement in the interest of group cohesiveness An extreme form of consensus that interferes with effective decision making An extreme form of consensus that interferes with effective decision making Contributors to groupthink: Contributors to groupthink: Directive leadership Directive leadership High stress High stress Insulation of the group Insulation of the group No built-in mechanism for evaluating decisions No built-in mechanism for evaluating decisions Limited time Limited time Prevent by encouraging doubts & criticisms, inviting outsiders to provide suggestions, get anonymous pre-meeting commitment of ideas Prevent by encouraging doubts & criticisms, inviting outsiders to provide suggestions, get anonymous pre-meeting commitment of ideas

28. Copyright © 2007 by Nelson, a division of Thomson Canada Limited28 Building Teamwork 1. Instill in teams an urgent constructive purpose. 2. Empower the group to determine how to meet its objectives. 3. Promote working together effectively as the norm. 4. Make frequent use of words and phrases that support teamwork. 5. Use a consensus decision-making style to foster participation.

29. Copyright © 2007 by Nelson, a division of Thomson Canada Limited29 Building Teamwork ( cont.) 6. Feed members valid facts and information that motivate them to work together. 7. Use language the fosters cohesion and commitment 8. Avoid micromanagement in supervising the team too closely. 9. Create physical structures suited for teams. 10. Reward the team as well as individuals. 11. Send members to outdoor (or off-site) training.