GROUP DYNAMICS

The notes here are in addition to what is given in the textbook. Please see the text and
readings because I am not repeating some of that material here.

FORMAL GROUP: One whose purpose and tasks relate directly to the attainment of
organizational objectives.
TEAMS: Formal groups, which have (a) well-defined objectives, (b) discretion and authority
to decide on their objectives and execute the task.
TYPES OF TEAMS: Problem solving team, special purpose team, and self-managed team.

Team Leadership is extremely important to cultivate. The Four Stages given in the textbook
and below are more than an academic exercise.
Before I go further, it is useful to remember that a good team leader is also a model team
member, especially when you are leading a team of peers/ professionals.

STAGES OF GROUP FORMATION: Forming, storming, norming and performing. If it

is an ad hoc group, then they adjourn after completing the task.
Note that I have arranged the order as “storming” and “norming” (textbook does the other
way round). Typically this is the observed evolution. The forming and storming stages are
important because at that stage team members become familiar with each other, and then the
debate over goals, roles, and procedures begins (storming).
The process needs to be managed (led) carefully because exchanges during these two stages
often set the tone of interaction for the future. Therefore, implications for team cohesion and
performance.
People bring their own scripts (mental representations of what should be and how etc), and
when the scripts are radically divergent, there is the scope for intense conflict. This is the
time when team leaders need to bring in their conflict resolution, influence and
communication skills into play to manage the processes and ensure that permanent fractures
do not occur.
If the team/ group emerges from the storming stage with a productive focus, and some
consensual goals and procedures, the norming stage sets in, and eventually, the team moves
to the performing stage.
LEADING GROUPS
1. The team leader needs to consistently make the effort to monitor and maintain team
cohesion, team goal focus and the consensus. The consensus that seems to emerge during
storming and subsequent norming is very fragile. The key is that teams need to keep their
spirits alive in the performing stage; else, dysfunctional behaviours might set in, and the
group might have to revisit the earlier stages to resolve the issues. In this regard, the team
leader’s job is not only to focus on performance but also provide the necessary challenge to
keep the team on track.
2. Another point where teams might revisit earlier stages of storming and norming is when
significant internal changes take place and new challenges are presented to the
group.Changes and challenges can come in the form of member change, resource curtailment,
externally mandated changes in goals and task nature, and so on. Once again, team leadership
becomes important.
3. Group cohesion is important for group performance. However, high performance norms
are also equally important. A cohesive group with HIGH PERFORMANCE NORMS
outperforms (a) a cohesive group with lower/ moderate performance norms, (b) a cohesive
group that sets moderate/ lower performance norms but places high value on harmony and
conflict avoidance, and (c) a fractious group with high or moderate performance norms.
Therefore, a good team leader places equal value on performance norms and cohesion. This is
one reason, we might surmise, why a balance between task-oriented and people-oriented
behaviours is required.

GROUP DECISION MAKING

Advantages 1. Diversity of ideas and creative solutions.

2. Members are more involved in the final decision. So, they accept it more and they are
committed to the task.
3. Since members had input into the solution, they understand it better, reducing the
probability of miscommunication and mishaps.
Disadvantages
1. Group think/ Abilene Paradox-- Depends on the presence or absence of a powerful figure;
incentives for disagreement etc.
2. If there is a dominant individual, s/he can suppress all discussion unwittingly.
3. Takes more time. Not exactly comfortable during emergencies.
4. People coming with pet ideas and arguing over these ideas. Compromises can lead to a
drastic change in the original goals.

Structured problem-- Group better than average individual; but not as good as the best
individual in the group.
Unstructured problem-- Group is better if complementary skills are needed and there is
division of labor. Else, the best individual still does better than the group.
SO, WHEN DO WE GET GOOD GROUP DECISIONS?
1. When the problem is unstructured.
2. Members have complementary skills and can contribute in distinct ways so that
information can be pooled.
3. When acceptance of solution by group members is critical, use group approach. If it can be
implemented by individual without co-operation by the group, and the first two conditions are
missing, individual decision is better.
GROUPS AND DECISIONS: RULES FOR PARTICIPATION
1. Members of the group should be interested in participating.
2. Members should have the knowledge/skills to participate.
3. Groups should have the autonomy to implement the solution they designed.
4. Group members should feel a personal stake [responsibility] for the success of the project.
5. Top management commitment to the idea of participation.
The same principles apply to quality circles.

GROUP NORMS & PERFORMANCE

Group norms are formed through explicit statements by members and supervisors.
Sometimes, critical events show the groups what works and what does not. They make take
this to be a standard behaviour and enforce it. Thus, it becomes a norm. At other times, the
first behaviour pattern that emerges in the group becomes a standard (norm). Finally, people
keep changing groups, and take behaviors from one group to the other (carry-over). If the
behaviour is not resisted in the new group, then it becomes a norm there too.
Group norms can determine the group's success. Also, group cohesiveness is an important
factor in the success of the group. The group may have high performance norms (standards)
but if it is not cohesive, then low or only moderate performance will result.
Characteristics of an effective team
1. All members know the purpose of the team.
2. The team has passed through the storming and norming stages relatively unscathed. The
members have established procedures and norms to attack problems and implement solutions.
3. The group members trust each other, know each other, and are willing to co-operate in
order to perform.
4. Team members feel that self-improvement is possible while contributing to the team. Their
individual identity is not threatened.

ORGANIZATIONAL CULTURE
Definition: Very simply put, culture is a way of life. In organizations, it is the way things
are done and seen. Organizational culture is a set of shared norms and values and
overlapping belief sets.
Subculture: A subculture is the culture of one part of the organization. It exists within the
overarching organizational culture, having some values and norms in common with the other
parts of the organization, but differing in some significant ways from these other parts.
Subcultures have advantages and disadvantages.
Advantages: 1. new ways of looking at things; innovation.
2. Diversity helps in adapting to new environments, especially when one of the
departments had been dominating in the past.
Disadvantages: 1. If not managed (integrated) properly, disruptive conflict.
2. If not managed properly, interest advocacy; delayed and inefficient decision-making.

Counter-culture: Every organization has a dominant ideology. An ideology that is

 diametrically opposed to the dominant one gives rise to a counter-culture. e.g. unions vs.
management in some places.

Manifestations of culture (Things you can see)

1. Rites and ceremonials
2. Stories
3. Slogans and symbols
4. Language-- most important
5. Rewards and structure--- these may lead to culture initially because they tell you about
the appropriate behaviors. But over time, these behaviors become hard like cement, and
resist future changes.
6. Behaviors, physical things

On understanding culture It is difficult to measure because it encompasses everything.

All organizations have cultures. Even a bureaucracy is a culture.
Strong vs. weak cultures A culture whether it is strong or weak has nothing to do with
performance. It is the health of the culture at that particular point in time which matters; in
other words, whether the culture processes the information from the environment correctly
and acts on the environment in a profitable way. It is the health of the culture that matters
not the strength of its sickness.