1. Group Dynamics
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2. Group Dynamics
“Never doubt that a small group of
thoughtful citizens can change the world.
Indeed, it is the only thing that ever has.”
Margaret Mead
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3. Group Dynamics
Objectives:
To identify and analyze the social
processes that impact on group
development and performance.
p To acquire the skills necessary to
intervene and improve individual and
group performance in an organizational
context.
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4. Objectives (contd)
d To build more successful organizations
by applying techniques that provide
positive impact on goal achievement.
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5. Group Dynamics
The social process by which people interact
in a group environment
The influences of personality, power and
behaviour on the group process
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6. Types of Groups
Formal - structured to perform specific
tasks.
Informal - emerge naturally in response
to organizational or member interests.
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7. Group Size
Issues to be considered include opportunities:
to express individual viewpoints;
i to develop social relationships;
l to ensure everyone participates;
n for individual recognition.
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8. Group Structure
Issues considered include:
ensure that all skill sets are included;
s examine the impact of a poor performer
on group achievement;
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9. Group Structure (contd)
( ensure a combination of leaders and
followers;
t examine the potential for personality
conflicts;
n impacts of member diversity.
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10. Group Development
Forming - orientation, guidance
(dependence)
Storming - conflict, roles and
responsibilities, rules and procedures,
individual recognition
(counterdependence)
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11. Group Development (contd)
Norming - issue resolution, develop
social agreements, cohesion, establish
group norms (interdependence)
Performing - mutual assistance,
creativity, understanding goals and roles
(independence)
Adjourning - closure, symbolism,
ceremonies, and emotional support.
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12. Participants’ Input 10.1
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13. Group Functions
Task behaviours;
Maintenance behaviours;
v Self-interest behaviours.
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14. Task Behaviours
initiating;
information seeking/giving;
i clarifying ideas;
; brining closure;
; consensus testing.
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15. Maintenance Behaviours
v encouraging;
v improving group atmosphere;
a harmonizing;
a compromising;
a gate-keeping.
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16. Self-interest Behaviours
h dominating/controlling;
o blocking;
o manipulating;
o belittling;
o splitting hairs.
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17. Group Norms
social standards and acceptable
behaviours;
collectively held expectations of group
functioning;
d provide regularity and predictability to
group functioning.
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18. Types of Norms
Standards related to:
conduct;
work performance/attendance;
/ rearranging personal space;
o assisting co-workers;
k loyalty;
k dress codes;
k rewards.
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19. Roles
Assigned roles - chair, secretary, manager,
treasurer, etc;
Emergent roles - confidant, group clown,
gossip, mentor, etc;
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20. Factors That Impact Effectiveness
Role Ambiguity - worker is unclear of job
definition;
Role Conflict - worker experiences job
overlap.
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21. Status
Symbolic - office, administrative support,
perks;
Impact - authority, hierarchy, decision-
making, rewards.
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22. Group Cohesion
Affected by the ability of the group to:
Work as a unit, share tasks, recognize member
contributions;
-VS-
Conflict, role ambiguity, lack of motivation;
-Attracts-
High performers, opportunists, achievers;
-Affected by-
Group size, cliques, acts of protest, self-interest
behaviour
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23. Support
training;
reward system;
empowerment/self-management;
- organizational
representativeness/diversity.
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24. Participants’ Input 10.2
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25. Transactional Analysis
Social transactions between individuals:
Parent - protective, nurturing,
controlling, critical, guiding.
Adult - rational, calculating, factual,
unemotional.
Child - rebellious, spontaneous,
dependant, creative, emotional.
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26. Reactions
I’m OK - You’re OK
O I’m OK - You’re not OK
n I’m not OK - You’re OK
’ I’m not OK - You’re not OK
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27. Individual Behaviour
Passive - easily “pushed around”,
compliant, submissive, non-resistant.
Aggressive - pushy, hostile, forceful,
creates conflict, shows disregard for
others.
Assertive - self-assured, confident,
positive, protects own rights, respects
others.
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28. Effective Teams
Are a result of:
high skills, high motivation;
h have a clear picture of group goals;
t high performance;
; success attracts others;
opportunity for individual recognition;
i recognition of professionalism.
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29. Participants’ Input 10.3
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