7 Groups Dynamics&Teamwork

Gholipour A. 2006. Organizational Behavior. University of Tehran

Organizational Behavior:

Group Dynamics and Teamwork

Sociological Criteria of a group

•Two or more freely interacting people (Interdependent -interact and influence each other);

•Mutually accountable for achieving common goals;

•Common Identity;

•Collective Norms.

WhatMakesPeopleJoin

Groups?

WhatMakesPeopleJoin

Groups?

StatusStatusSecuritySecurity

PowerPowerGoal

AchievementGoal

Achievement

Self-Esteem

AffiliationAffiliation

Groups versus Teams

• All teams are groups

• Teams have task interdependence whereas some groups do not (e.g., group of employees enjoying lunch together)

• Teams have a positive synergy

• Skills in teams are complementary

Functions of Formal GroupsFunctions of Formal GroupsOrganizational FunctionsOrganizational Functions Individual FunctionsIndividual Functions

1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals.2. Generate new or creative ideas and solutions.3. Coordinate interdepartmental efforts.4. Provide a problem-solving mechanism for complex problems requiring varied information and assessments.5. Implement complex decisions.6. Socialize and train newcomers.

1. Satisfy the individual’s need for affiliation.2. Develop, enhance, and confirm the individual’s self-esteem and sense of identity.3. Give individuals an opportunity to test and share their perceptions of social reality.4. Reduce the individual’s anxieties and feelings of insecurity and powerless- ness.5. Provide a problem-solving mechanism for personal and interpersonal problems.

Theories of Group Theories of Group FormationFormation

• Propinquity • Needs, Functions and Goals• Interaction• Balance Theory• Exchange Theory• Five-Stage Theory• Punctuated Equilibrium Model

Tuckman’s Five-Stage TheoryTuckman’s Five-Stage Theoryof Group Developmentof Group Development

PerformingAdjourning

Norming

Storming

Forming

Return toIndependence

Dependence/interdependence

Independence

Tuckman’s Five-Stage TheoryTuckman’s Five-Stage Theoryof Group Development of Group Development

(continued)(continued)

IndividualIssues

Forming Storming Norming Performing

“How do I fit in?”

“What’s myrole here?”

“What do theothers expectme to do?”

“How can I bestperform my role?”

GroupIssues

“Why are we here?”

“Why are wefighting overwho’s incharge and whodoes what?”

“Can we agreeon roles andwork as a team?”

“Can we do thejob properly?”

NOT QUITE A SOCIAL GROUP

• Category– People with common status (girls,

doctors, nurses)

• Aggregate– People in the same place (people at the

• Crowd– Temporary cluster of people (spectators

at a game, passengers waiting to board an airplane)

PRIMARY GROUPS• Traits

– Small– Personal orientation– Enduring (long lasting) – Frequent interaction– Face-to-face– Intimate – sense of belonging– emotional orientation: bond based on emotions – loyalty

• Primary relationships– First group experienced in life– Irreplaceable– Security

• Assistance of all kinds– Emotional to financialExamples: the family.

SECONDARY GROUPS• Traits

– Large membership: larger than primary groups – Goal or activity orientation– impersonal and formal – Infrequent interaction

– Secondary relationships– Weak emotional ties between persons– Short term

• Importance– Networking– Career goalsExamples: co-workers, political organizations

In-Groups and Out-Groups• In-group

– “group with which people identify and have a sense of belonging”

– pronoun “WE”• Out-group

– “group that people do not identify with– pronoun “THEY”

– Loyalty to INGROUP– Opposition to OUTGROUPS

Reference Groups

• a standard to evaluate ourselvesnormative functioncomparative function

• In-groups can be secondary or primary groups, but in either case, they are always reference groups, real or imaginary .

Group DynamicsGroup Dynamics• Leadership• Roles• Norms• Status• Size• Composition• Cohesiveness1. Socio-emotional2. Instrumental

Different Role RequirementsDifferent Role Requirements

• Role Identity• Role Perception• Role Expectations• Role Conflict• Role Overload• Role Ambiguity

Task RolesTask RolesRolesRoles DescriptionDescription

InitiatorInitiator Suggests new goals or ideasInformation seeker/giver Information seeker/giver Clarifies key issuesOpinion seeker/giver Opinion seeker/giver Clarifies pertinent issuesElaborator Elaborator Promote greater understandingCoordinatorCoordinator Pulls together key ideas and suggestions

OrienterOrienter Keeps group headed toward its stated goal(s)EvaluatorEvaluator Tests group’s accomplishments

EnergizerEnergizer Prods group to move along or to accomplish more

Procedural TechnicianProcedural Technician Performs routine duties

RecorderRecorder Performs a “group memory” function

RolesRoles DescriptionDescription

EncouragerEncourager Fosters group solidarityHarmonizerHarmonizer Mediates conflict through reconciliation or humorCompromiserCompromiser Helps resolve conflict by meeting others”half way”Gate KeeperGate Keeper Encourages all group members to participate

Standard setterStandard setter Evaluates the quality of group

processesCommentatorCommentator Records comments on group

processes/dynamics

FollowerFollower Serves as a passive audience

Maintenance Roles Maintenance Roles

Individual versus Group Decision Making

• Speed

• Clear Accountability

• Consistent Values

• Knowledge & Diversity

• High Quality Decisions

• Increased Acceptance

Individuals Groups

Group DysfunctionsGroup Dysfunctions

• Conformity (Sharif, Asch, Milgram, Hofling)

• Groupthink

• Social loafing

• Risky shift

GROUP CONFORMITY STUDIES

PRESSURES TO CONFORM TO GROUP DESIRES

• Asch’s research– Willingness to COMPROMISE our own judgments– Line experiment

• Milgram’s research– Role authority plays– Following orders

• Janis’ research– Negative side of ‘groupthink’

• Lack of objectivity

ASCH’S LINE EXPERIMENT

Symptoms of GroupthinkSymptoms of Groupthink

• Invulnerability• Inherent morality• Rationalization• Stereotyped views of opposition• Self-censorship• Illusion of unanimity• Peer pressure• Mindguards

How to Prevent GroupthinkHow to Prevent Groupthink

Every group member a critical evaluatorAvoid rubber-stamp decisionsDifferent groups explore same problemsRely on subgroup debates and outside expertsAssign role of devil’s advocateRethink a consensus

Conditions for Social Loafing

• Low task interdependence

• Individual output not visible

• Routine, uninteresting tasks

• Low task significance

• Low collectivist values

Types of Teams

General Typology of TeamsGeneral Typology of Teams

• AdviceAdvice

• ProductionProduction

• ProjectProject

• ActionAction

Common Forms of TeamsCommon Forms of Teams

• Problem solvingProblem solving

• Self-managedSelf-managed

• Cross-functionalCross-functional

• VirtualVirtual

Virtual Teams

• Cross-functional teams that operate across space, time and organizational boundaries using information technology

• Increasingly possible because of:– Technology– Knowledge-based work

• Increasingly necessary because of:– Globalization– Knowledge management– Need for team work

Survey Evidence: What Self-Survey Evidence: What Self-Managing Teams ManageManaging Teams Manage

Percentage of Companies Saying Their Self-ManagingPercentage of Companies Saying Their Self-ManagingTeams Perform These Traditional Management Functions Teams Perform These Traditional Management Functions

by Themselves.by Themselves.

Schedule work assignments 67%Work with outside customers 67Conduct training 59Set production goals/quotas 56Work with suppliers/vendors 44Purchase equipment/services 43Develop budgets 39Do performance appraisals 36Hire co-workers 33Fire co-workers 14

Source: Adapted from “1996 industry Report: What Self-Managing Teams Manage,” Training, October 1996, p. 69

Team Effectiveness Model

•Task characteristics

•Team size

•Team composition

Team DesignTeam Design

• AchieveAchieve organizational organizational goals goals

• Satisfy memberSatisfy member needs needs

• Maintain teamMaintain team survival survival

TeamTeamEffectivenessEffectiveness

•Team developmentTeam development•Team normsTeam norms•Team rolesTeam roles•Team cohesivenessTeam cohesiveness

Team ProcessesTeam Processes

Organizational andOrganizational andTeam EnvironmentTeam Environment

• Reward systemsReward systems

• CommunicationCommunication systems systems

• Physical spacePhysical space

• OrganizationalOrganizational environment environment

• OrganizationalOrganizational structure structure

• OrganizationalOrganizational leadership leadership

Homogeneous vs. Heterogeneous Teams

• Higher satisfaction

• Less conflict

• Faster team development

• More efficient coordination

• Performs better on simple tasks

• More conflict

• Slower team development -- takes longer to agree on norms and goals

• Better knowledge and resources for complex tasks

• Tend to be more creative

• Higher potential for support outside the team

Homogeneous TeamsHomogeneous Teams Heterogeneous teamsHeterogeneous teams

Existing teams might regress back to an earlier stage of development

FormingForming

StormingStorming

NormingNorming

PerformingPerforming

AdjourningAdjourning

Stages of Team Development

Team Norms• Norm:Norm: “An attitude, opinion, feeling, or action -- shared by two or more people

-- that guides their behavior.” • Informal rules and expectations team establishes to regulate member

behaviors

NormsNorms develop through:develop through:1. Explicit statements2. Critical events in team’s history3. Primacy4. Beliefs/values members bring to the team and team experiences

Why Norms Are Enforced Why Norms Are Enforced • Help the group or organization survive• Clarify or simplify behavioral expectations• Help individuals avoid embarrassing situations• Clarify the group’s or organization’s central values and/or unique

identity

TeamTeamCohesivenessCohesiveness

MemberMemberSimilaritySimilarity

MemberMemberInteractionInteraction

TeamTeamSizeSize

SomewhatSomewhatDifficult EntryDifficult Entry

TeamTeamSuccessSuccess

ExternalExternalChallengesChallenges

Causes of Team Cohesiveness

Team Cohesiveness Outcomes

• Want to remain members

• Willing to share information

• Strong interpersonal bonds

• Want to support each other

• Resolve conflict effectively

• More satisfied and experience less stress

Members of cohesive teams:

Strong IncreaseIn Productivity

Moderate IncreaseIn Productivity

No Significant EffectOn Productivity

Decrease inProductivity

Cohesiveness

High Low

Cohesiveness-Productivity Relationship

SelectionSelection

Shaping Team Players

TrainingTraining

RewardsRewards

Effective Teamwork Through Effective Teamwork Through TrustTrust

How to Build TrustHow to Build Trust• CommunicationCommunication (keep everyone informed; give

feedback; tell the truth).• SupportSupport (be available and approachable).• RespectRespect (delegate; be an active listener).• FairnessFairness (give credit where due; objectively evaluate

performance).• PredictabilityPredictability (be consistent; keep your promises).• CompetenceCompetence (demonstrate good business sense and

professionalism).

Trust:Trust: “Reciprocal faith in others’ intentions and behavior.”

Effective Teamwork Through CooperationEffective Teamwork Through Cooperation

• CooperationCooperation• CompetitionCompetition

Effective Teamwork Through Effective Teamwork Through CohesivenessCohesiveness

How to Enhance CohesivenessHow to Enhance Cohesiveness• Socio-Emotional CohesivenessSocio-Emotional Cohesiveness1. Keep the team relatively small.2. Increase the status and prestige of belonging.3. Encourage interaction and cooperation.4. Emphasize member,s common characteristics and interests.5. Point out environmental threats to rally the team.• Instrumental CohesivenessInstrumental Cohesiveness1. Regularly update and clarify the team,s goals.2. Give every team member a vital “piece of the action”.3. Channel each team member,s special talents to the common

goals.4. Recognize and equitably reinforce every member,s contributions.5. Frequently remind team members they need each other to get the

job done.

Cohesiveness:Cohesiveness: “A sense of we-ness helps team stick together.”

Attributes ofAttributes of highhigh-performance-performance

TeamsTeams

ParticipativeParticipative LLeadershipeadership AlAligned onigned on

PurposePurpose

HighHighCommunicationCommunication

CreativeCreativeTalentsTalents

FutureFutureFocusedFocused

SharedSharedResponsibilityResponsibility

High-performance Teams

RapidRapidResponseResponse

FFocused onocused onTaskTask

7 Groups Dynamics&Teamwork

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