2. What is a System ? “A system is a set of interconnected parts working together to form a whole in the context of a changing environment” (Infante et al., 1997; Littlejohn, 1999).

3. SYSTEMS CONTINUED A system is composed of: Input (resources from outside: people, information) Throughput (process of transforming input into output) The process involves roles, rules, norms, power, procedures, strategies, etc. Output (decisions made, solutions to problems, projects completed, and cohesiveness enhanced, member relationships)

4. INTERCONNECTEDNESS CONTINUED A group is composed of individual members interrelated with each other. The behavior of one member affects the entire group, especially if the behavior is disruptive.

5. THE RIPPLE EFFECT: A CHAIN REACTION In a system, one part can have an impact on the whole. The ripple effect or chain reaction spreads across the entire system much like a pebble tossed into a pond and forces adjustments. The ripple effect does not have to be a negative experience. Recognizing the importance of the ripple effect means paying close attention to your own impact on groups.

6. DEALING WITH DIFFICULT GROUP MEMBERS Steps To Deal With Difficult Group Members 1. Make certain the group climate is cooperative. 2. Change your communication in relation to a difficult person’s behavior, such as: Don’t Placate the troublemaker, Refuse to be goaded into a reciprocal pattern, Have an out-of-body experience, Don’t provide a soapbox for the troublemaker.

7. DIFFICULT MEMBERS CONTINUED 3. Attempt to convert disruption into a constructive contribution. 4. Confront the difficult person directly. 5. Separate yourself from the difficult person if all else fails.

8. SYNERGY: ONE PLUS ONE EQUALS A TON What Is Synergy? The whole is not necessarily equal to the sum of its parts. It may be greater than the sum of its individual parts. Syn = together + ergon = work, occurs when group performance from joint action of members exceeds expectations based on perceived abilities and skills of individual members.

9. SYNERGY CONTINUED What Is Negative Synergy? Negative Synergy occurs when group members working together produce a worse result than expected based on perceived individual skills and abilities of members. The whole is worse than the sum of its parts.

10. ADAPTABILITY TO CHANGE Systems are never in a static state. They are in a constant state of becoming until they terminate. You do not have a choice between change and no change. The choice is, can a system (group) adapt to changes that are certain to occur?

11. DYNAMIC EQUILIBRIUM: MANAGING STABILITY AND CHANGE All systems attempt to maintain stability and to achieve a state of equilibrium (homeostasis) by resisting change, but not system can avoid inevitable change. Too much stability can produce stagnation and tedium. Too much change can produce chaos and group disintegration.

12. METHODS OF BOUNDARY CONTROL: ERECTING BARRIERS Groups establish boundaries by erecting physical, psychological, and linguistic barriers, and by establishing rules, roles, and networks. Explain the following: Physical Barriers Psychological Barriers Linguistic Barriers Rules Roles Networks

13. BOUNDARY CONTROL AND GROUP EFFECTIVENESS: OPEN AND CLOSED SYSTEMS Although all groups set boundaries, there is a strong bias in American culture that encourages openness, and discourages closedness or rigid boundaries. A closed society is likened to China or North Korea. Highly closed, isolated groups are often referred to as cults. The belief that openness is always good and closedness is always bad is a faulty one

14. INFLUENCE OF SIZE Focus Questions 1. What is the most appropriate size for a decision- making group? 2. What distinguishes a small group from a large one? 3. How are groups and organizations different?

15. EFFECTS OF INCREASING GROUP SIZE Increases Complexity Factionalism/cliques Formality-more hierarchical Information distortion Decreases Participation in group discussion Cooperation (in very large group) Pressure to conform – coalitions likely to form in opposition to group norms

16. EFFECTS OF INCREASING GROUP SIZE Increases Quality decision making (unless group becomes too large and unwieldy) Difficult achieving consensus/majority vote often substituted Likelihood talkative members become leaders Decreases Member satisfaction with group experience (10 or more) Access to information Flow negative information to top of hierarchy Speed of decision making

17. October Sky VIDEO CASE STUDY

18. What’s Cooking? VIDEO CASE STUDY