Cohesion and Development Chapter 5. Group Cohesion The concept of cohesion has been an important...

Cohesion and Development

Chapter 5

Group Cohesion

The concept of cohesion has been an important factor in the study of group behavior and its significance is often a source of motivation for group leaders.

Cliches such as "Together We Stand, Divided We Fall", "There is No I in Team", or "Players Play, Teams Win" are often used to show individuals the importance of team cohesion.

Definitions of Group Cohesion

Carron, Brawley, and Widmeyer (1998) defined cohesion as “a dynamic process that is reflected in the tendency of a group to stick together and remain united in the pursuit of its instrumental objectives and/or for the satisfaction of member needs”

Mudrack (1989) stated that cohesion "seems intuitively easy to understand and describe …this ease of description has failed to translate into an ease of definition"

What is Group Cohesion?

Group cohesion has been conceptualized in many ways Cohesion = Attraction: Festinger and his

colleagues considered cohesion to be a form of attraction

Members of cohesive groups tend to like their fellow members

Hogg: social attraction (depersonalized liking for others in our group) vs. personal attraction (liking for specific individuals)

Cohesion = Attraction, Liking

Attractionbetweenmembers

Attractionto the

group-as-a-whole

Attraction Cohesion

Cohesion

Carron’s general conceptual model of cohesion offered four general antecedents of cohesion

1. Environmental

2. Personal

3. Leadership

4. Team Factors

Cohesion = Unity

Cohesive groups stick together as members “cohere” to one another &the group

The group is unified; solidarity is high in the group.

Members report feeling a sense of belonging to the group

Cohesion = Unity

Group Unity

Belonging (part of the group)

Unity Cohesion

Cohesion = Teamwork

The combined activities of two of more individuals who coordinate their efforts to achieve goals

Collective efficacy: a high level of confidence about success at the tasks the group accepts

Esprit de corps: feeling of unity commitment, confidence, and enthusiasm for the group shared by most of all of the members

Cohesion

Group morale, esprit de corps

Teamwork

Collective EfficacyTask

Moti-vation

Cohesion = Teamwork

Does Cohesion Develop Over Time?

Cohesion develops over time in a relatively predictable pattern

Tuckman's five-stage model of group development

Orientation (forming) stage Conflict (storming) stage Structure development (norming) stage Work (performing) stage Dissolution (adjourning) stage (planned and

unplanned)

Forming

Storming

Norming

Adjourning

Task

Performing

Does Cohesion Develop Over Time?

Types of group development models Successive-stage theories: Tuckman Cyclical models: Bales's equilibrium

model Punctuated equilibrium models: periods

of accelerated change

Forming

First moments of a newly formed group’s life

Often marked by tension, guarded interchanges, and low levels of interaction

People monitor their behaviour and are tentative when expression opinions

Storming

Tension increases in the storming phase – over goals, procedures, authority etc.

Conflict often causes fight or flight responses

Conflict is a required element for creating team cohesion

Norming

Group becomes more unified and organized

Mutual trust and support increases Rules, roles, and goals are established Communication increases

Performing

Productivity is usually not instantaneous, thus productivity must wait until the group matures

Many groups get sidetracked by the storming or norming phases

More mature groups spend less time socializing, less time in conflict and need less guidance than less mature teams

Adjourning

Either planned or spontaneous Can be stressful for team members If dissolution is unplanned, the final

group sessions may be filled with animosity and apathy

What are the Consequences of Cohesion?

Cohesion tends to lead to: Increased member satisfaction Decreased employee turnover and stress

Cohesive groups can intensify emotional and social processes. Such groups can: Be more emotionally demanding (e.g, the old

sergeant syndrome) Exert more conformity pressure on members Suffer from groupthink Respond with more hostility

Positive & Negative Consequences (cont’d)

The cohesion-performance relationship is bi-directional:

success increases a group’s cohesion and cohesive

groups tend to outperform less cohesive groups.

o The cohesion-performance relationship is strongest when members are committed to the group's tasks.

Cohesion

Attraction

Unity(Group Pride)

Task Focus (teamwork)

Performance

.51

.25

.23

.18

.03

Norms are also criticallyimportant

Cohesion Performance Relationship

o The cohesion-performance relationship is weakest if group norms do not encourage high productivity

Groups with norms that stress productivity

Groups with norms that stress low productivity

P r

o d

u c

t i v

i t y

Does Cohesion Develop Over Time?

Types of group development models Successive-stage theories: Tuckman Cyclical models: Bales's equilibrium

model Punctuated equilibrium models: periods

of accelerated change

Should Organizations Rely on Teams to Enhance Productivity?

What is a team?

A specialized, relatively organized, task focused group

Features (same as any group): Interaction Interdependence Structure Goals Cohesion

Types of teams…..

Type & Subtypes Function Examples

Management

Executive Plan, direct Board of directors, city council

Command Integrate, coordinate Control tower, combat center

Project

Negotiation Deal, persuade Labor-management, international treaty

Commission Choose, investigate Search committee, jury

Design Create, develop Research and development team, marketing group

Advisory Diagnose, suggest Quality circle, steering committee

Service Provide, repair Fast food, auto service team

Production Build, assemble Home construction, automotive assembly

Action

Medical Treat, heal Surgery, ER

Response Protect, rescue Fire station, paramedics

Military Neutralize, protect Infantry squad, tank crew

Transportation Convey, haul Airline cockpit, train crew

Sports Compete, win Baseball, soccer

Should Organizations Rely on Teams to Enhance Productivity?

Setting and clarifying goals and roles Designing teams: size, communication features,

authority, organization, duration, composition Practicing (training): orienting, distributing

resources, pacing, coordinating responses, and motivating members

Process consultation Building cohesion by increasing communal

perspective, efficacy Team approaches are reliably associated with

increases in effectiveness and satisfaction.

Goal SettingGoal Setting

In order for any athlete to achieve their true potential they must set themselves targets

These targets are called “goals” Setting goals can help an athlete achieve:

90% of studies show an increase in performance when effective goals are set

SMARTER GOALS…SMARTER GOALS…

S – specific to the event or the skill M – measurable targets to aid comparison A – attainable R – realistic, challenging but possible T – timed E – exciting to ensure interest in the target R - recorded “ink it, don’t just think it”

Hazing

Hazing – new member is subjected to mental or physical discomfort, harassment, embarrassment, ridicule, or humiliation.

can increase members’ commitment to the group Festinger, Schachter’s and Back’s classic study

of the “Seekers” suggested initiations create dissonance

Aronson and Mill’s study of severe initiations Alternative interpretations and the dangers of

hazing