Comprehensive Study of Group Dynamics: Exploring Frames and Roles

1. What is “Your” Role?A Comprehensive Study of Group Dynamics Presented by: Thaddeus Hill M.ED., LPC

2. Outline I. Introduction II. Frames- Bolman and Deal A. Definitions B, Common Conflicts III. Roles- Matthews and Crow A. Definitions B. Common Conflicts IV. The Need to Cross-Reference V. Tasks A. Definitions 1. Structural Tasks 2. Human Resources Tasks 3. Political Tasks 4. Symbolic Tasks B. The Chart VI. Conclusion

3. Introduction It is common in education administration training to study the work of Lee Bolman and Terrence Deal, “ Reframing the Path to School Leadership” 2002. Most educator are also familiar with the Joe Matthews and Gary Crow, “ The Principalship: New Roles in a Professional Learning Communities” 2010. While the importance of the work of both teams is undeniable , as a school leader and a therapist, I contemplated a more comprehensive approach to group dynamics. It did not take a great eureka moment or a great leap of faith to see the advantages of cross-referencing the concepts developed by these two pre-eminent teams. It is my hope to show that while this presentation found its roots in school administration education it will lead to a much broader understanding group dynamics . Hopefully this understanding will extend to not only educational settings but to the form and function of any organization or endeavor that requires efforts. This includes families and community groups.

4. Frames All groups or organizations have goals, objectives or reason for existence. Bolman and Deal (2002) defined these objectives and/or challenges as four distinct types they call frames. The frames are: 1. The Structural Frame This frame defines the standards, measure and the hierarchy , that is the structure of the group ( The Clockwork) 2. The Human Resource Frame This frame focuses on the members of the group, their asset and motivation as individuals as well as members of the group (The “We” of the group) 3. The Political Frame While it may be appropriate to define this frame in terms of authority or the allocation of power I prefer to view it in terms of the collaborative nature of the group, both internally and with external entities. (Is it about the science of power or the art of collaboration?) 4. The Symbolic Frame This frame focuses on the culture, vision and shared beliefs of the group or organization. (Can we call this the group mythology?)

5. In terms of diagnostics it is easy to see some inherent organizational frame conflicts. A couple of common example are: The Structural Frame vs. The Human Resources Frame That is – Do we have enough and the “right” folks to do what we do ? The Political Frame vs. The Symbolic Frame That is – What can we do as opposed to what should we do.

6. Roles The work of Matthew and Crow (2010) identifies eight classifications of the types of individual activities any member of a group may be engaged in at any given time. They define theses classifications as “roles”. These roles are not “chiseled in stone”, quite the contrary. The effectiveness of any group member may not only depend on that member’s ability to identify their current role but to consciously transition from one role to another.

7. Role Definitions Learner In order to contribute effectively to any group endeavor a member must be able to acquire and process new data Culture Builder A culture builder designs, maintains and promotes the norms and values of the group Advocate To advocate is to serve a representative of the group both internally and in support of the group while interacting with external entities. Leader A leader may or may not be a decision-maker. They however often supply member of the group with direction and motivation. Mentor A mentor supports and assist in the growth and development of other members of the group. Supervisor The supervision provides oversight of compliance and effectiveness Manager The manager is the tactical decision-maker . They handle the “nuts and bolts” of daily activities Politician The politician is the diplomat of the group. They should be skilled not only at welding power but ideally should be a good negotiator.

8. Of course it is obvious that there is role conflict can and do exist. In fact some conflicts can be inherent in the very definitions of some roles. Some of the most common conflicts are: Manager vs. Supervision This is strategic decision-making vs. tactical decision-making or design and planning as opposed to execution and implementation Learner vs. Mentor Who are you to tell me? vs. You just don’t get it The Advocate and/or Culture-Builder vs. The Supervisor and/or Manager This is the classic conflict of what can we do as opposed to what should we do.

9. The Need to Cross- Reference Any group faces any number of challenges in order to meet any number of outcomes. Maximizing group effectiveness may depend on matching each group member’s skill-set(roles) with each type of challenge(frame). It is also clear that in terms of family dynamics a clear understanding of each family member’s role within the various family frames would go a long way in promoting family cohesion.

10. Group Tasks At any given moment every member of a group, wither consciously or unconsciously, has a specific “role” within a given “frame” within the group. The cross-referencing of these roles and frames (for the purpose of the this presentation) can be referred to as “tasks”. An examination of these tasks is much more definitive of the nature of group dynamics as opposed to a study of either roles or frames alone. The efficacy with which these “tasks” are achieved will determined the effectiveness of the group as a whole.

11. Definitions of Group Tasks Structural Tasks Structural Learner- learning about the chain of command, physical plant and all aspects of group structure Structural Cultural Builder- promoting and practicing the mission and processes of the group Structural Advocate- advocating, internally and externally, for the efficacy of of the group structure Structural Leader- ongoing maintenance and promotion of structural integrity and viability. Structural Mentor- assisting other in understanding the group structure Structural Supervisor- overseeing structural integrity Structural Manager- managing ongoing structural processes. Structural Politician- the acquisition and distribution of structural resources.

12. Human Resource Tasks Human Resources Learner- Who am I working with ? Human Resource Culture Builder- Do I believe in and support the members of group ? Human Resources Advocate- How can I represent and/or advocate for my co-workers ? Human Resources Leader- Am I leading in the evolution of our human resources ? Human Resources Mentor- Am I assisting other in their development ? Human Resources Supervisor- supervising people Human Resources Manager- effectively utilizing human resources. Human Resources Politician- Am I an effective collaborator?

13. Political Tasks Political Learner-Am I learning about internal and external politics ? Political Cultural Builder- Do I promote effective collaboration? Political Advocate- Can I present internal and external political concerns coherently ? Political Leader- Am I a leader in resolving areas of contention ? Political Mentor- Do I help others function effectively in areas where there is contention ? Political Supervisor- overseeing communication and mediating in areas of contention Political Manager- managing interaction in areas of contention Political Politician- Am I cognizant of and an effective operator within the political atmosphere around me ?

14. Symbolic Tasks Symbolic Learner-Am I cognizant of group culture ? Symbolic Culture Builder- “Keeper of the Flame”, building and maintaining the group value system Symbolic Advocate- Do I promote positive group culture? Symbolic Leader- Am I an effective leader of group culture? Symbolic Mentor- Do I assist others in understanding group culture? Symbolic Supervision- overseeing the establishment and maintenance of group culture. Symbolic Manager- ongoing implementation of positive group culture Symbolic Politician- mediating areas of contention concerning group culture

15. Group Task Chart

16. Conclusion When any group is not functioning at optimum efficiency an internal review is in order. This template can be a highly effective diagnostic tool. It can be used to examine goal construction and implementation. It can be used to determine if an organization is functioning in a highly collaborative manner. It can be used to determine if the organization has a sound structural foundation. Overall using this framework as a diagnostic tool could vastly improve any organization’s ongoing function. Finally, in terms of family dynamics, it is also quite obvious that this template can be a very effective tool in understanding interpersonal interactions. A comprehensive examination of family dynamics using this tool has a vast array of applications. It could help to improve the relationships of family members as well as increase individual motivation and achievement.