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