Group Dynam|cs

Dnderstand|ng Groups
A Croup ls
@o or more people lLh a
unlfylng relaLlonshlp
@o or more lnLeracLlng
and lnLerdependenL
lndlvlduals ho come
LogeLher Lo achleve
parLlcular goals
Jat are 1eams?
Croups of Lo or more people
LxlsL Lo fulflll a purpose
lnLerdependenL lnLeracL and
lnfluence each oLher
MuLually accounLable for
achlevlng common goals
ercelve Lhemselves as a soclal
enLlLy
Group 1eam
urpose Ceneral Speclflc
Jork bas|s lndlvldual CollecLlve
rocess ulscussueclde
and uelegaLe
ulscussueclde and
uo
Leaders|p A slngle leader Shared
Accountab|||ty lndlvldual lndlvldual MuLual
1ypes of Groups |n Crgan|zat|on
1Iorma| group
Cfflclally deslgnaLed Lo serve a
speclflc organlzaLlonal purpose
(WlLh deflnlLe measure of auLhorlLy
responslblllLy and accounLablllLy)
ormal
Croups
Command
Croups
@ask
Croups
vlrLual
Croups
1LS CI ICkMAL GkCDS
Command Groups
ermanenL ork groups are command
groups ln Lhe verLlcal organlzaLlon
sLrucLure
lL ls composed of Lhe lndlvlduals ho
reporL dlrecLly Lo a glven manager
1ask Groups
@emporary ork groups are Lask groups
speclflcally creaLed Lo solve a problem or
perform a deflned Lask
All command groups are also Lask
groups buL Lhe reverse ls noL Lrue
1LS CI ICkMAL GkCDS
I|rtua| groups
Croups hose members convene and
ork LogeLher elecLronlcally vla
neLorked compuLers
Can accompllsh Lhe same Lhlngs as
members of faceLoface groups
1LS CI ICkMAL GkCDS
1ypes of Groups |n Crgan|zat|on
1Informa| group
lL refers Lo Lhe relaLlonshlp beLeen
people ln Lhe organlsaLlon based on
personal aLLlLudes emoLlons
pre[udlces llkes dlsllkeseLc
Lmerge lLhouL belng offlclally
deslgnaLed by Lhe organlzaLlon
lnformal
Croups
rlendshlp
Croups
lnLeresL
Croups
1LS CI INICkMAL GkCDS
Ir|ends|p Groups
@hls group ls based on more common
characLerlsLlcs Soclal alllances hlch
frequenLly exLend ouLslde Lhe ork
slLuaLlon can be based on slmllar age or
Lhe holdlng of slmllar pollLlcal vles
1LS CI INICkMAL GkCDS
Interest Groups
eople may someLlmes afflllaLe Lo aLLaln
a speclflc ob[ecLlve lLh hlch employee
ls concerned @hls ls an lnLeresL group
Lx Lmployees ho band LogeLher Lo
supporL a coorker ho has been flred
Dysfunct|ona| Groups
or Negat|ve Aspects of Informa| Groups
nformal Groups in spite of being helpful, pose many
problems:
1. Restriction of output
2. Conformity
3. Power PoIitics by informaI Ieaders
4. RoIe confIict
5. Generation of rumours
6. Resistance to change
7. SociaI costs
Group dynam|cs
Dynam|cs ranch of sclence concerned
lLh forces and Lhelr effecLs on moLlon
Croup dynamlcs concern Lhe forces
operaLlng lLhln groups LhaL affecL Lhe
ay members relaLe Lo and ork lLh
one anoLher
Lffect|ve Group Dynam|cs kequ|res
kespect for one anoter
C|ear|y art|cu|ated sared goa|s
Irequent |nteract|on
Sared dec|s|onmak|ng power (w|t or
w|tout a forma||y des|gnated |eader)
Lqu|tab|y d|v|ded tasks
Sared respons|b|||ty for m|stakes and
successes
Iree express|on of op|n|ons
perspect|ves construct|ve cr|t|c|sm
Lffect|ve Group Dynam|cs kequ|res
GkCD CCnLSIILNLSS
ohesiveness is the degree to which
group members are attracted to each
other and are motivated to stay in the
group.
Jat are te stages of group
deve|opment?
group passes through five IifecycIe stages.
Forming.
Storming.
Norming.
Performing.
Adjourning.
Stages of Group Deve|opment
Stages of Group Deve|opment
orming stage.
nitial entry of members to a group.
Members concern's include:
Getting to know each other.
Discovering what is considered acceptable behavior.
Determining the group's real task.
Defining group rules.
Stages of Group Deve|opment
Storming stage.
A period of high emotionality and tension among
group members.
Members concern's include:
Formation of coalitions and cliques.
Dealing with outside demands.
larifying membership expectations.
Dealing with obstacles to group goals.
Understanding members' interpersonal styles.
Stages of Group Deve|opment
orming stage.
The point at which the group really begins to
come together as a coordinated unit.
Members concern's include:
Holding the group together.
Dealing with divergent views and criticisms.
Dealing with a premature sense of
accomplishment.
Stages of Group Deve|opment
Performing stage.
Marks the emergence of a mature, organized,
and well-functioning group.
Members deal with complex tasks and handle
internal disagreements in creative ways.
Primary challenge is to continue to improve
relationships and performance.
Stages of Group Deve|opment
djourning stage.
Particularly important for temporary groups.
A well-integrated group is:
Able to disband when its work is finished.
Willing to work together in the future.
Uncertainty
about groups,
structure and
leadership
Uncertainty
about groups,
structure and
leadership
C8MlnC
ConIlict &
ConIrontation
among group
members
ConIlict &
ConIrontation
among group
members
S@C8MlnC
Members
settle into
'TEAM
Members
settle into
'TEAM
nC8MlnC
Fully
Iunctional and
accepted
Fully
Iunctional and
accepted
L8C8MlnC
End oI team
|In case oI
task|
End oI team
|In case oI
task|
Au!Cu8nlnC
GkCD kCCLSSLS
n case of informal groups, authority, responsibility,
relationship, channel of communication, pattern of
coordination etc are not predetermined.
nformal groups operate in an unstructured way.
An informal group interacts with the formal
organisation quite frequently.
t affects and is affected by the formal
organisation.
Group rocesses
f we observe the working of any informal group,
we shall come across the following important
elements:
1. Group Objectives
2. Authority Relations in Groups
3. ommunication in Groups
4. Leadership in Groups
Group Coes|veness
The degree to which members are attracted to a
group and share the group's goals.
Highly cohesive groups are more effective and
productive than less cohesive groups when their
goals aligned with organizational goals.
1e ke|at|ons|p 8etween
Coes|veness and roduct|v|ty
Consequences of coes|on
other consequences
more/better communication
maintains loyalty
more power of group over members
achieves goals
facilitates verbal interaction
Group Dec|s|on Mak|ng
dvantages
Generates more complete
information and
knowledge.
Generates more diverse
alternatives.
ncreases acceptance of a
solution.
ncreases legitimacy of
decision.
Disadvantages
Time consuming
Minority domination
Pressures to conform
Ambiguous
responsibility
n organisations, the group discussions are
mainly used for group decision making.
Members of the interacting group take the
responsibility of explaining their ideas and
arriving at a consensus.
n the traditional organisational set-up,
hierarchy is given much importance.
n such organisations, the group decision
making process may involve 'Groupthink'
A group suffering from 'Groupthink' will
place so much value on maintaining
loyalty, unity & agreement that critical
thinking and open enquiry are prevented.
The participants may censor themselves
& pressure other group members into
agreement,
n order to minimize this, the following
techniques may be used:
1. Brainstorming
2. Nominal Group Technique
3. Delphi Technique
Brainstorming
Brainstorming is a method for
generating a variety of ideas and
perspectives. t is as uncritical as
possible because criticism inhibits free
flow of ideas
Steps of a typical brainstorming session
Step 1
A group of six to twelve people sit
around a table
Step 2
The group leader states the problem
in a clear manner so that all
participants
understand it.
Step 3
Members then suggest as many
alternatives as they can in a given
length of time & write then down on
a black/white board, flip chart or a
piece of paper
Step 4
No criticism is allowed, & all the
alternatives are recorded for later
discussions.
Brainstorming, however, is mainly a
process for generating ideas.
The other two techniques, 'The Nominal
Group Technique' and 'The Delphi
Technique' go further by offering methods
to actually arrive at a suitable solution.
Nominal Group Technique
n this technique the problem is presented
and then the following steps take place:
Step 1
Members Meet as a group, but before
any discussion takes place, each
member independently & silently writes
down his/her ideas on the problem.
Step 2
Each member takes his/her turn, going
around the table and presenting a single
idea until all the ideas have been
presented & recorded (typically on a flip
chart or board).
No discussions takes place until all ideas
have been recorded.
Step 3
The group now discusses the ideas
for clarity & evaluates them
Step 4
Each group member silently &
independently rank orders the ideas.
The final decision is determined by the
idea with the highest aggregate rankings.
The chief advantage of the nominal group
technique is that it permits the group to
meet formally but does not restricts
independent thinking.
Delphi Technique
The Delphi Technique is a more complex &
time consuming alternative in group
decision making
This technique never allows the group
members to meet face to face.
Steps of the Delphi Technique
Step 1
The problem is identified & members
are asked to provide potential
solutions through a series of
carefully designed questionnaires.
Step 2
Each member anonymously &
independently completes the first
questionnaire
Step 3
The results of the first questionnaire
are compiled at a central location,
Step 4
Each member receives the copy of
the result
Step 5
After viewing the results, the members
are again asked for their solutions.
The results typically trigger new
solutions or cause changes in the
original position.
Step 6
Steps 4 and 5 are repeated as often
as necessary until consensus is
reached.
The Delphi Technique does not require
the physical presence of the
participants, therefore this technique
can be used for decision making in
geographically scattered groups.
The Delphi Technique has its
drawbacks.
Because the method is extremely time
consuming, it is frequently not
applicable where a speedy decision is
required.
Also, the ideas that might be inspired by
face-to-face interaction may never
arise.
An organisation can decide upon the type
of group discussion it needs to have
mainly on the basis of availability of
time, urgency of the situation, location of
the group members, and also the
complexity of the decision to be made.