17 groupthink

8/2/2019 17 groupthink

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Group Think

A mode of thinking that people engage in when they are deeply involved in acohesive in-group,

when the members'strivings for unanimityoverridetheir motivation torealistically appraise alternative courses of action(Janis 1972: 9)When the desire for unanimity overcomes a groups ability to makerational assessments on all available informationCan include an unquestioned belief in your moral correctnessreligious (give your life to God) or political (Nazi Germany)Reduces team effectiveness because it can remove the ability/need to

question or validate


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Group behaviour

Group Behaviour -Positive and provides for trust, belonging, reliance,Resulting in being happy at work - better more efficient serviceLike minded people with similar ideas expectationsDid not join public service to make a fortuneJoined to

servemake a difference

belongget self esteem (Maslow 1987)

Develop identityFitting-in (Baigent 2001)Surface acting that develops into deep acting (Hochschild 1983)

Culture can inclusiveRealise needs (Maslow 1987)Avoid alienation (Marx)Resisting deskilling (Braverman 1974)

Culture can be negative

Racism (Macpherson 1999)Sexism (Baigent 2008)Resist modernisation (Baigent 2007)

Outsiders seen as theother (civvies)naive (what do they know about doing the job)deviant stereotyping (sanctions taken against groups)What are the stereotypes associated with being black? How might these affect a black male who wants to join the police?What are the stereotypes associated with women how will this effect women who want to join the fire and rescue service?


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Formal Public Service Culture

Weberian Bureaucracy

Written rules (orders) for everything

A clear chain of command

No room for entrepreneurs

Rationality rules

An iron cage (Weber)


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CHIEF FIRE OFFICERTOM CARROLL

COMMUNITY SAFETYDIRECTORATE

Lawrie Booth

MANAGEMENT SERVICESDIRECTORATE

Cheryl Rolph

TECHNICAL SERVICESDIRECTORATE

Peter Warner

DISTRICT COMMUNITY SAFETYCAMBRIDGE CITY DISTRICT HUNTINGDON DISTRICTDave Warren Peter SharpeEAST CAMBS DISTRICT PETERBOROUGH DISTRICTDave Robertson Paul MalinowskiFENLAND DISTRICT SOUTH CAMBS DISTRICTPaul Fredericks Pat Kilby

FIRE CONTROLElaine Wakerley

PERSONAL &ORGANISATIONAL

DEVELOPMENTGROUP

Maurice Moore

CORPORATE &DEMOCRATIC

SERVICESGROUP

Fiona Fowler

HUMANRESOURCESTracy Bennett-

Tighe/Marissa Reynold

RESOURCESDIRECTORATE

John Hummersone

FLEET & EQUIPMENTSERVICES GROUP

Frank Laska

COMMUNITY RISKMANAGEMENT GROUP

Gerry Dacey

NEW DIMENSIONSOFFICER

Andy Dunlop

AUDIT OFFICERMark Bennett-Tighe

FINANCE & CONTRACTMANGEMENTGROUP

Matthew Warren

INFORMATION &COMMUNICATIONS

TECHNOLOGY GROUPMartin Scott

PAYROLL TEAMDaphne Baker

PROPERTY & ESTATESGROUP

Danny Rust

CAMBRIDGESHIRE FIRE AND RESCUE SERVICE - CFRS STRUCTURE


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CPD

Requiredtraininginputs

WatchManagementDevelopmentProgramme

WATCHMANAGEMENT

WATCHMANAGEMENT

Middle

Management

Assessment

Centre

Decision about progression toStation Management basedupon information gathered

from the Supervisory

Management ADC and

workplace assessment.

Test of

Potential

Appointment into

Watch Management upon

consistent demonstration

of competence.

Eligible to access

an NVQ award.

Specialist

Role

Test of

Potential

FIREFIGHTER

FIREFIGHTING

CPD

FF Competence confirmed

through consistent

performance. Eligible to

access an NVQ award.

Potential to develop beyondrole identified throughcontinuous workplace

assessment and a snapshotof PQAs.

Point of EntryAssessment

FirefightingDevelopmentProgramme

Phase III

AttractionFirefighting

DevelopmentPhase I

DevelopmentFirefightingProgramme

Phase II

CPD

Requiredtraininginputs

CrewManagementDevelopmentProgramme

CREWMANAGEMENT

CREWMANAGEMENT

SpecialistRole

Appointment into

Crew Management upon

consistent demonstration

of competence.

Eligible to access

an NVQ award.

Decision about progression toWatch Management basedupon information gathered

from the Supervisory

Management ADC and

workplace assessment .

Supervisory

Management

AssessmentCentre


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Forming a society

Jones (1994) suggests that Durkheim has an orthodox consensus view of social structuresmade up of norms, values and rules.

Durkheim argues we learn about norms, values and rules through socialisation Norms values and rules serve the function of making social life possible Each generation of people pass on these norms, values and rules to the next (tradition) Functionalists believe in a society formed by social structures

Structures that become real in their consequences (W I Thomas) The argument of functionalist is that any social process exists because they serve a

function For example we have laws because they lay down the boundaries of what is acceptable in

a society Durkheim uses the term social solidarity to describe how people achieve social order Social solidaritywas achieved by collective standards and rules of behaviour that make the

social glue that holds society together Social solidarity/order flows from consensus - the existence of shared norms, values and

rules When individuals do not feel they belong in a society share the same norms and values

they feel alienated a situation that Durkheim saw as anomie Mayo, recognise that workers at Hawthorn suffered from anomie they did not feel as is

they belonged during his experiment he made them feel important that they belongedand therefore they were happier and worked harder.


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Durkheim

A collective way of living/being can be termeda culture

Cultures can be macro gender, ethnicity,class

Cultures can be micro family, work,teenagers

Each generation has the ability to change theirculture

People have a choice if they comply or not In Public Services there are two cultures

Formal

Informal


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These arguments almost make asif culture has a life of its own

As a result, it is often the culture rather than individualsthat is seen as responsible for how cultural values getput into practice

Formal police culture may appear to have strength,

power and authority, but this is due to a combination ofgroup ownership, tradition and history, not because itactually exists.

Police culture is a structure accepted/constructed by

the individuals who operate within it Because the culture has to be put into

action by individuals, there is space for

those individuals to act differently


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There can be a number of viewsabout public service culture.

values that one cohort of public servants passdown to the next

a common form of behaviour amongst public

servants a public service ethos to serve and protect

values that officers, managers, constables,firefighters, soldiers etc. have in common

something people sign up to because it providesfor your needs, a sense of belonging, identity,purpose


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Alienation not here

Public Servants love their jobs

Teamwork can prevent alienation from thework process

Informal culture gives individuals some controlover what they do

The process of deskilling

What do the workers feel


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Tuckman, B. (1965) 'Developmental sequence in small groups', Psychological Bulletin63(6):

Forming

Identifying the task and how to accomplish it.

Deciding what is acceptable group behaviour and how tohandle group conflict

Deciding what information needs to be gathered to tacklethe task

Abstract conceptual discussions or some members'impatience with these discussions

No clear focus on task or problem as evidenced by

irrelevant discussions Complaining about organisational problems and barriers

to accomplishing the task instead of focusing on the task


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Storming

Arguing among group members, even ifthey agree on the issues

Choosing sides within the group, bids forpower, drawing divisional lines

Tension, jealousy, lack of unity, and aperceived hierarchy

Establishing unobtainable goals, increasedconcerns about too much work to be done.


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Norming

Conflict avoidance in an attempt to promoteharmony

Friendlier discussions on a more personal level,

more discussions about the dynamics of thegroup, begin to confide in one another

More of a sense of group cohesion and esprit,more commonality of goals

Establishing and maintaining realistic groupparameters for behaviour and performance

Organising how team will sanction transgressors


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Performing

Constructively changing one's self--actually changing for the betterment of thegroup.

Ability to avoid group conflict and, shouldconflict arise, being able to work through it.

Much closer identity with the group,understanding each other's strengths andweaknesses.


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Self-appointed peer group leaders members who protect the group Maintain/police behaviour Protect the current culture holding the accepted norms, values and rules in trust for the next generation

An illusion of invulnerability, We know best Optimistic about your power Prepared to challenge managers covertly

Ignore modernisationCollectively

Rationalise your arguments Discount warnings Avoid reconsidering your assumptions Justify what you think Stick with past views (traditions)

An unquestioned belief that the group is right Belief in the group's inherent morality

Ignoring the real, ethical or moral consequences of your actionsStereotyped views of politicians managers public

Too weak Too stupid Dont know whats going on

Overcome any efforts to change Without solidarity we shall loose our way of knowing the job link this to a view about serving the public Make it clear that loyalty is key to solidarity Snowball and confront anyone who challenges the groups view Teach lessons about what it means to be marginalised

Self-censorship Dont even consider the consequences of action or lack of reflection Distort incoming arguments Minimise/discount any thoughts that you might be wrong

Shared illusion We are all together Sink or swim

Silence is consent we permit what we allow/ignore


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Norming and Action theories

Impression management (Goffman)Labelling theory (Becker)Deviancy amplification (Cohen)

What if you are black how might the policeservice label you

What do the public services think ofmodernisation

How does the label female affect you if youare applying for a job the fire service


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Macpherson, W. (1999) The Stephen Lawrence

Inquiry, London: HMSO.6.44 We heed this warning, but upon all the facts we assert that the conclusion that racism played itspart in this case is fully justified. Mere incompetence cannot of itself account for the whole catalogue offailures, mistakes, misjudgements, and lack of direction and control which bedevilled the Stephen

6.3 In this Inquiry we have not heard evidence of overt racism or discrimination, unless it can be saidthat the use of inappropriate expressions such as "coloured" or "negro" fall into that category. The useof such words, which are now well known to be offensive, displays at least insensitivity and lack of

training. A number of officers used such terms, and some did not even during their evidence seem tounderstand that the terms were offensive and should not be used.

11.36 The main conclusion that we reach is that the inadequacy of the steps taken was as the result ofthe failure of direction by supervisory officers. The standard of command and co-ordination during thefirst two hours after this murder was in the opinion of the Inquiry abysmal.

The collective failure of an organisation to provide an appropriate and professional service to people

because of their colour, culture, or ethnic origin. It can be seen or detected in processes, attitudes andbehaviour which amount to discrimination through unwitting prejudice, ignorance, thoughtlessness andracist stereotyping which disadvantage minority ethnic people.

B i G (2002) Th F t f th fi


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Bain, G. (2002) The Future of the fireservice: reducing risk, saving lives, London:

ODPM

10. Personnel policy, procedures and practices in the Fire Service give cause for concern. Despite clearpolicies from management and the FBU in favour of diversity, in practice only lip-service is paid to it.Harassment and bullying are still too prevalent.

The leadership must recognise that urgent action is required. An improved programme of HR management must be put inplace as a matter of priority. The work on the introduction of the new Integrated Personal Development System (IPDS) gives aframework for this improvement programme. But the programme itself will not be a substitute for real effort by management at alllevels to tackle the problems. (Bain 2002: V).

6.28 We have been told by many including some politicians that the leadership and general input from local politicians to fireauthorities is poor. This is disappointing. If only because of the spotlight that has now been shone on the Service, it must be clear to allthat good leadership and management have been lacking in many respects.


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DB: So if there's a positive action day for ethnicminorities only, do you think, is that a good ora bad thing?

Ff:I think thats racist

.DB: You think its racist?

LF: Yes, absolutely. Its out and outdiscrimination against the white, well,

every other. It basically says it doesntmatter if you apply or not, theyre not

interested in you as a person or interestedin this group or this group at this time.

Positive Action another view


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FireWorksfor equality in the fire service

Barriers of Ethnic Minority RecruitmentPerceived BarriersCultural sensitivities prohibitedsome BEM groups from

applyingReligious restrictions preventedother ethnic groups fromapplying

Asians saw the firefightingprofession as a low-statuscareerProblem of recruitment restedwith BEM groups


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I think therefore I am

Fitting-in

Documents

17 groupthink