1. Social Control Through Groups; Group Effectiveness Falkné dr. Bánó Klára BGF Külkereskedelmi Főiskolai Kar Falkne.dr.BanoKlara@kkfk.bgf.hu falk.cs@t-online.hu

2. Definition of Social Norms Social norms are the expected modes of behaviour and beliefs that are established either formally or informally by the group. …Norms guide behaviour and facilitate interaction by specifying the kinds of reactions expected or acceptable in a particular situation.

3. What are group norms?

4. Formal and Informal norms

6. Conformity to group norms – The Asch experiment 18 trials - 25 % did not give in 30% went with the majority 45% in between

7. Group Norms Accepting group norms often goes through 2 stages: Compliance Internalisation

8. Group norms: Phases of Control Initial tolerance Attempts to correct Verbal aggression Physical aggression Rejection

9. Factors determining conformity to group norms:

12. Brainstorming

13. Factors affecting group productivity and satisfaction - Kretch, Crutchfield and Ballachey’s model

14. Determinants of group effectiveness - Handy’s model

15. Groups: Factors effecting cohesiveness and performance (Mullins) Membership - size - compatibility - permanence Work environment – nature of task - physical setting - communications - technology

16. Groups: Factors effecting cohesiveness and performance (Mullins) Organisational – management and leadership - success - external threat Group development/maturity – forming - storming - norming - performing

17. Characteristics of Effective Groups (Douglas McGregor, The Human Side of Enterprise) An informal, relaxed atmosphere which shows that members are involved and interested. Full participation by all members in the discussion which remains focused on the task. Acceptance by all of the group objective. Members listen to each other and are not afraid to make creative suggestions. Disagreements are not swept under the carpet but fully discussed and either resolved or lived with. Most decisions are reached by consensus.

18. Characteristics of Effective Groups Criticism is frank and frequent without degenerating into personal attacks. People are free to express their feelings about both the task and the group’s mode of operation in achieving that task. Actions are clearly assigned to group members and are carried out by them. Leadership within the group shifts from time to time and tends to be based on expert knowledge rather than formal status or position. The group is self-conscious about its own operation and regularly reviews the way it goes about its business.

19. Group decision making can be costly and time consuming but has a number of advantages: Groups can bring together a range of complementary knowledge and expertise. Interaction among members can have a ‘snowball’ effect and provoke further thoughts in the minds of others. Group discussion leads to the evaluation and correction of possible decisions. Provided full participation has been facilitated, decisions will have the acceptance of most members and they are more likely to be committed to the decisions made and their implementation. (Mullins)

20. Jay Hall’s group decision instructions: CONSENSUS is a decision process for making full use of available resources and for resolving conflicts creatively. How can we reach consensus? Avoid arguing for your own rankings. Present your position logically but listen to other members’ reactions. Do not assume that someone must win and someone must lose when discussion reaches a stalemate. Instead, look for the next most acceptable alternative for all parties.

21. Jay Hall’s group decision instructions: How can we reach consensus? Do not change your mind simply to avoid conflict. When agreement comes too quickly and easily, be suspicious. Avoid conflict reducing techniques such as majority voting, averages, coin-flips and bargaining. (-If someone finally agrees, no reward on some other point) Differences of opinion are natural and expected. Disagreements can help the group’s decision. Try to involve everyone in the decision process.

22. Dangers involved in group decision making

23. Groupthink (based on Irving L. Janis, Victims of Groupthink)

24. Dangers involved in group decision making