Group Dynamics

1. Group Dynamics

2. Social Inhibition • The presence of an audience leads to a decrease in performance • Speech class? • “Watch me, Mommy!”

3. Social Facilitation • The presence of an audience leads to an increase in performance • Michael Jordan in a packed stadium

4. Inhibition = Facilitation? • Both social inhibition and social facilitation are the same phenomenon • The presence of an audience increases the performer’s dominant response

5. Importance of “Audience” • The mere presence of others can affect our performance

6. Dominant Responses • For a newly learned, but not yet mastered task, the dominant response is to fail.

7. Dominant Response • For a well learned task, the dominant response is to perform well.

8. Pop Quiz! A B

9. Asch’s Study • Control group: Everyone identified B as the longer line • Experimental group: Contained stooges!

10. Asch’s Study • In experimental group, 1/3 of subjects identified A as the longer line. • Peer Pressure. • Mom was right…

11. Why Do People Join Groups? • What makes groups attractive to people?

15. Social Elements • Group members’ attractiveness

16. Social Elements • Activities of Groups

17. Why Do People Join Groups? • Goals or Means to Goals • Young Republicans • United Way

18. Group • Two or more people who interact with one another, are aware of one another, and think of themselves as being a group.

19. Why join a group? • Closeness--Being members of the same group builds ties among people. • Common goals--Moral and practical support is gained by working with others who have the same or similar goals. • Achievement of personal objectives--Time spent with group members can be enjoyable, enhance a person’s prestige, and satisfy people’s desire to feel important.

20. Formal Groups • Functional Groups--Carry out the ongoing needs in the organization, such as producing goods, selling a product, or investing funds. • Task Groups--Set up to carry out a specific activity, then disband when the activity is completed.

21. Informal Groups • Individuals in the organization that develop relationships to meet personal needs.

22. Team • A group of people who collaborate to some degree to achieve a common goal.

23. Groups versus Teams Teams have: • Stronger sense of identification • Common goals or task • Task interdependence • More differentiated and specialized roles between team members 6

24. Characteristics of Groups • Roles--Patterns of behavior related to employees’ positions in a group. • Norms--Group standards for appropriate or acceptable behavior. • Status--A group member’s position in relation to others in the group. • Cohesiveness--The degree to which group members stick together. • Homogenity--The degree to which the members of a group are the same.

25. Cohesiveness • Stick-togetherness • Tight knit group

26. Conditions Influencing Cohesiveness • Degree of dependency on group • Size of group • Stability of group • Competition

27. Degree of Dependency on Group • More dependent on group for taking care of needs, more cohesiveness • More needs taken care of by group, more cohesiveness

28. Size of Group • Everything else being equal, the smaller the group, the more cohesiveness

29. Stability of Group • Everything else being equal, the greater the stability of the group, the more cohesiveness • Membership • Roles

30. Competition • INTRA-group competition Competition within a group • INTER-group competition Competition between groups

31. Intra-group Competition Intra-group competition decreases cohesiveness “Every man for himself”

32. Inter-Group Competition • Inter-group competition increases cohesiveness • “Us against them”

33. Effects of Cohesiveness • Absenteeism and Turnover • Internal Group Events • Performance

34. Absenteeism and Turnover • Greater cohesiveness leads to less absenteeism and turnover

35. Internal Group Events • Greater cohesiveness leads to group members being better able to resist outside pressure • Dirty Dozen • Substitute Teachers

36. Performance • Increase performance? • Decrease performance? • Neither!

37. Performance • Cohesiveness affects relative performance, not absolute performance.

38. Performance • Greater cohesiveness leads to group members tending to produce at similar levels.

39. Orientation Resolution Production Stages Of Group Growth PERFORMING NORMING STORMING Dissatisfaction FORMING 3

40. Stages Of Group Growth PERFORMING FORMING STORMING NORMING CONSTRUCTIVE CRITICISM INSIGHTFULNESS RESISTANCE EXCITEMENT ANTICIPATION ACCEPTANCE SATISFACTION OPTIMISM RELIEF 4

41. Group Growth Behavior PERFORMING FORMING STORMING NORMING ABSTRACT DISCUSSIONS ARGUING PERSONAL DISCUSSIONS CONSTRUCTIVE SELF-CHANGE IDENTIFYING THE TASK BID FOR POWER COMMON GOALS CONFLICT MANAGEMENT COMPLAINTS TENSION COHESION TEAMWORK 5

42. Teambuilding • Developing the ability of team members to work together to achieve common objectives.

43. Teambuilding • Leadership • Selection of team members • Team Building • Communication Style • Rewards

44. Openness and honesty Leadership that does not dominate Decision made by consensus Acceptance of assignment Listening Accepted goals that are understandable Assessment of progress and results Comfortable atmosphere Debate and discussion Leadership

45. Access to information Relatively low turnover Win-win approach to conflict Leadership

46. Selection of Team Members • Selecting candidates who work well with others.

47. Team Building • Setting goals • Analyzing and allocating work • Examining how well the group is working • Examining the relationships among the team members

48. Communication Style • Create a climate of trust and openness • Encourage members to collaborate • Acknowledge disagreements

49. Rewards • Reward entire group rather than individuals