Professional Documents
Culture Documents
Groupdynamics-130810000303-Phpapp01 1
Groupdynamics-130810000303-Phpapp01 1
Groupdynamics-130810000303-Phpapp01 1
What is a Group?
A group is defined as two or
more individuals interacting
and interdependent, who
have come together to
achieve particular objectives.
Characteristics of a
Group
The necessary characteristics of a group are:
Two or more people
Group shift
5 stages
Why Do People Join
Groups?
Security:
Joining groups reduces insecurity of “standing alone”
Status:
Inclusion in a group viewed important by others provides recognition
and status to its members
Self-esteem:
Groups can provide people with feelings of self worth.
Affiliation:
Groups fulfill social needs through regular interaction.
Power:
Group actions enable in achieving what one can’t individually.
Goal Achievement:
Pooling talent, knowledge and power is needed to accomplish
particular tasks.
Stages of Group
Development
The model of group development
was first proposed by Bruce Tuckman
in 1965.
He maintained that these phases are
all necessary and inevitable in order
for:
the team to grow
to face up to challenges
to tackle problems
to find solutions
to plan work
and to deliver
The Five-Stage Model of Group
Development Consists of the following
stages:
1. Forming Stage
2. Storming Stage
3. Norming Stage
4. Performing Stage
5. Adjourning Stage
FORMING STAGE
In this, the team is formed and members meet. They learn what the team
opportunities and challenge will be.
Members will agree on goals and assign actions for work and ground rules or team
guidelines are established.
At the start, the team leader may be a member of the group, a supervisor, a
manager, or a consultant who will facilitate the team-building process. Leadership
will help the team to define their processes. At this stage, the leader needs to be
directive and understand the requirements for team training.
This stage is complete when the members have begun to think of themselves as a
part of a group.
STORMING STAGE
During the second stage, individual expression of ideas occurs and there is open
conflict between members. Members tend to focus on details rather than the issues
and compete for influence.
The team leader can help by stressing tolerance and patience between members.
The leader should guide the team process towards clear goals, defined roles,
acceptable team behavior, and a mutual feedback process for team communication.
When this stage is complete, there will be a relatively clear hierarchy of leadership
within the group.
NORMING STAGE
In the third stage, the team develops work habits that support group rules and
values. They use established tools and methods; exhibit good behaviors; mutual
trust, motivation, and open communication increase; positive teamwork and group
focus are apparent.
The team relationships grow and individual characteristics are understood and
appropriately utilized. The team leader continues to encourage participation and
professionalism among the team members.
This stage is complete when the group structure solidifies and the group has
assimilated a common set of expectations of what defines correct member behavior.
PERFORMING STAGE
The fourth stage in group development, when the group is fully functional.
The fourth stage shows high levels of loyalty, participation, motivation, and group
decision-making. Knowledge sharing, cross-training, and interdependence increases.
Team is self-directing in development of plans and strategy to meet their goals and
carry out work. Personal growth and sharing is encouraged throughout membership.
The leader becomes a facilitator aiding the team in communication processes and
helping if they revert to a prior stage.
Group energy has moved from getting to know and understand each other to
performing the task at hand.
Note: For permanent work groups, performing is the last stage in group
development.
ADJOURNING STAGE
For project teams, temporary committees, or task forces coming to an end, there will
be a finalizing stage as they celebrate and recognize group achievement. Then some
mourning over the dissolving of the team relationship and begin planning for the
change in individual work requirements.
During this stage, leadership needs to emphasize organization gratitude and both
team and individual recognition. For continuous work teams, there may be a higher
performance level as they develop and transform as individuals and reform into
revised teams. It is important to note that continuous work teams may revert to
prior stages when new people are added to the team.
Types
of
Group
s
FORMAL GROUP INFORMAL GROUP
What appears to happen in groups is that the discussion leads to a significant shift in
a position of members towards a more extreme position in the direction in which
they were already leaning before the discussion. So conservative types become
more cautious and the more aggressive types take on more risk. The group
discussion tends to exaggerate the initial position of the group.
Therefore moving from your original decision to that of the group decision even
though your final answer might be in fact different from your own beliefs, is known
as group shift.
When people are in groups, they make decision about risk differently from when
they are alone. In the group, they are likely to make riskier decisions, as the shared
risk makes the individual risk less.
Causes of Group Shift
Group diffuses responsibility: A diffusion of responsibility throughout the group
seems to give members of these groups a free rein to act as they see fit. The
emotional bonds that are created within the group serve to decrease anxiety within
the group and the actual risk of the situation seems less.
Social status in groups is often associated with risk-taking, leading people to avoid a
low risk position.
High risk-takers are more confident and hence may persuade others to take greater
risks.
As people pay attention to a possible action, they become more familiar and
comfortable with it and hence perceive less risk.
Group Norms
Group Member
Status Equity Status
Culture
Group Structure - Norms (cont’d)
Deviant Workplace Behavior
Antisocial actions by organizational members
that intentionally violate established norms and
result in negative consequences for the
organization, its members, or both.
Group Member
Status Equity
Status
Culture
Other conclusions:
• Odd number groups do
better than even.
• Groups of 7 or 9 perform
better overall than larger or
smaller groups.
Group Size
© 2005 Prentice Hall Inc. All
8–39
rights reserved.
Group Structure - Cohesiveness
Cohesiveness
Degree to which group members are attracted to
each other and are motivated to stay in the group.
EXHIBIT
© 2005 Prentice Hall Inc. All 8–6
8–41
rights reserved.
Group Decision Making (cont’d)
Groupthink
Phenomenon in which the norm for consensus
overrides the realistic appraisal of alternative course
of action.
Groupshift
A change in decision risk between the group’s
decision and the individual decision that member
within the group would make; can be either toward
conservatism or greater risk.