1. GROUP dynamics

2. EMPOWERING YOUR PROFESSIONAL LIFE Escape brainwashing Escape groupthink 360 degrees of success

3. PRO SUCCESS TOOLS The 5 I’s of group authenticity Superordinate goals

4. Groupdyn = The psychological impacts (thoughts, emotions, perceptions, beliefs, goals, self-esteem, etc.) of we (groups) on me (individual group members)

5. G-DYN = The psychological impacts of WE on ME

6. THE DUALITY OF GROUP DYNAMICS: Groups with inward (self-supporting) agendas VERSUS Groups with outward (constituent) agendas

7. INWARD (self-supporting) orientation (dysfunctional G-dyn tendencies) Social group memberships via member voting (social clubs, status orgs, cliques) Religious, political, & other ideological groups Org public relations

8. Impacts of WE on ME in self-supporting groups Embracing the “party line” (group beliefs & values) Generating group pride, loyalty, & solidarity Controlling member thinking, mindset, behavior codes, status quo Enforcing group traditions & rituals Developing modes of konformity (attire, mottos, initiations)

9. OUTWARD (service) constituent orientation: functional G-dyn tendencies Project teams Client service-oriented jobs (mail delivery; health care; social work, etc.) Community-service orgs

10. Impacts of WE on ME in constituent orientation groups Service to outsiders Teamwork (mutual leading, following, managing) Occasional sacrifice Performance accountability Open-mindedness

11. 14 DYSFUNCTIONAL G-DYN BEHAVIORS

12. 1.Groups control you more than you control groups. 2.Groups usually conform more than individuals do. 3. Groups usually value following > leading. 4.Groups thrive on the status quo > change.

13. 5.Group decision-making reduces personal accountability → “risky-shift” phenomenon: when group members sometimes back riskier group decisions than they would make on their own 6.Groups favor short-term, efficient (quick & EZ) operations > effective, change- drenched long-term operations.

14. 7.Groups don’t like uncertainty & unconsciously tend towards consensus-building. 8.Groups often operate out of a false sense of harmony & agreement that may not actually exist. 9.Group members tend to take information at face value, even when it’s speculative or unverified. 10.Groups often act out of a poor sense of timing & reach decisions prematurely or procrastinate.

15. 11.Groups tend to over-focus on process (protocols & rules) & under- focus on mission/purpos.e 12.Groups often over-rely on popular or respected members to make meetings & decisions gel. 13.Most group members hesitate to stop the momentum of group deliberations & hesitate to ask questions. 14.Group members tend to assume that all members are well-informed about issues discussed, sympathetic to the group’s mission, & satisfied with the group’s way of doing things.

16. These 14 dysfunctional G-dyn behaviors form the nucleus of dysfunctional = =

17. Conforming & performing for group acceptance Fudging the truth to justify group actions & beliefs Turning group loyalty into a “religion” Shunning or vilifying outsiders who think, believe, or act differently from your group Isolating group members from the influence of rival groups

18. IN ACTION

19. Sports fandom Religious group isolationism “Foreigners/aliens/illegals” Street & motorcycle gangs Hazing & secret initiations Racism M asonry Rock concerts

20. KEEPING GROUPS PSYCHOLOGICALLY FUNCTIONAL

21. Functional G-dyn =

22. Constituent-focus Ideals I nsights via 360 constituent feedback I deas for altering the status quo I deals for something more important than group members I n-touch with those affected by the decision I nternalization of the mission, goal, or decision issue

23. Functional Groups (FGs) are the identity; members are the tattoos FGs are the playing field; members are the team FGs are the car; members are the gasoline FGs are the wind; members are the kites FGs are the dyna; members are the mite.