Group Dynamics Unit 5

Group DynamicsUnit 5Objectives

At the end of the interactive session, students will be able to:

Define the term group according to Forsyth (2006); Keyton (2002)

Describe the Classification of groups according to Forsyth (2006)

State the foundation for the term group dynamics according to Forsyth (2006)

Explicate the characteristics of groups as cited by Forsyth (2006); Arrow and Mcgrath (1995)

Describe the stages of group processes according to Forsyth (2006); Tuckman and Jensen (1977); Katzenbach and Smith (2003)

Explain individual roles of group members Kelly (2012); Bartol and Martin (1998)

Discuss guidelines used to analyze the process of a working group

Definition of GroupA group is defined as two or more individuals who are connected to one another by social relationships (Forsyth, 2006)

A group is defined as three or more people who work together interdependently on an agreed-upon activity or goal

(Keyton, 2002)

A group is a social system involving regular interaction among members and a common group identity. This means that groups have a sense of we ness that enables members to identify themselves as belonging to a distinct entity

(Forsyth, 2006)Classification of GroupsPrimary Group A small, long-term group characterized by face-to-face interaction, solidarity, and high levels of member-to-group interdependence and identification (families or friendship cliques).

Such a group serves as the primary source of socialization for members by shaping their attitudes, values, and social orientation.

(Forsyth, 2006)Secondary Group A relatively large, often formally organized, social group common in more complex societies (for example work groups, clubs, congregations, schools).

Such a group influences members attitudes, beliefs, and actions, but as a supplement to the influence of smaller primary groups.Planned Group A group deliberately formed by its members or an external authority for some purpose.

Planned groups tend to be organized, task focused, and formal.

Such groups generally define their membership criteria clearly and so at all times know who is and who is not in the group (Forsyth, 2006)

They often operate under a set of bylaws, contracts, or similar regulations that describe the groups acceptable procedures and practices.

Juries, legislative bodies, military units, musical groups, research teams, social agencies, sports teams, study groups, task forces, therapy, trade associations, and work groups are all examples of planned groups

(Forsyth, 2006)

Emergent Group A group that comes into existence gradually as individuals repeatedly interact with the same subset of individuals.

Examples of the emergent group to be seen on next slide

Audiences at events, bystanders at a crime scene, crowds, customers at a club, gangs, families, friendship networks in work settings, mobs, people waiting to board an airplane, and all manner of queues and lines, arise over time through repeated association of the eventual members.

These groups are not explicitly organized, but they often develop elements of structure as their members determine what kinds of behaviors are expected, who is more or less liked, who leads and who follows, and so on.Characteristics of GroupsAll groups, despite their distinctive characteristics, also possess common properties and dynamics.

Some of these properties and dynamics include: interaction, interdependence, structure, cohesiveness, and goals

(Forsyth, 2006)

INTERACTION Groups are systems that create, organize, and sustain interaction among the members.

Group members get into arguments, talk over issues, and make decisions.

They upset each other, give one another help and support, and take advantage of each others weaknesses.They rally together to accomplish difficult tasks, but they sometimes slack off when they think others will not notice.

Group members teach one another new things; they communicate with one another verbally and nonverbally, and they touch each other literally and emotionally.

Groups members do things to and with each other

(Forsyth, 2006)

INTERDEPENDENCE

Most groups create a state of interdependence, for members outcomes, actions, thoughts, feelings, and experiences

These are determined in part by other members of the group

Example turning a 400 lbs heavy patientInterdependence also results when members are able to influence and be influenced by others in the group.

In most groups influence is mutual

One member may influence the next member, who in turn influences the next (sequential interdependence) or two or more members may influence each other (reciprocal or mutual interdependence).

(Forsyth, 2006)

Interdependence can also occur because groups are often nested in larger groups, and the outcomes of the larger groups depend on the activities and outcomes of the smaller groups (multilevel interdependence).

(Forsyth, 2006)

STRUCTURE Group members are not connected to one another at random, but in organized and predictable patterns.

In all but the most ephemeral groups, patterns and regularities emerge that determine the kinds of actions that are permitted or condemned: who talks to whom, who likes whom and who dislikes whom, who can be counted on to perform particular tasks, and whom others look to for guidance and help. These regularities combine to generate group structurethe complex of roles, norms, and inter member relations that organizes the group.

Roles, for example, specify the general behaviors expected of people who occupy different positions within the group

(Forsyth, 2006)

The roles of leader and follower are fundamental ones in many groups, but other rolesinformation seeker, information giver, elaborator, procedural technician, encourager, compromiser, harmonizermay emerge in any group.

Group members actions and interactions are also shaped by their groups normsconsensual standards that describe what behaviors should and should not be performed in a given context.

Roles, norms, and other structural aspects of groups, although unseen and often unnoticed, lie at the heart of their most dynamic processes.

When people join a group, they initially spend much of their time trying to come to terms with the requirements of their role.

If they cannot meet the roles demand, they might not remain a member for long.

(Forsyth, 2006)

Norms within a group are defined and renegotiated over time, and conflicts often emerge as members violate norms.

In group meetings, the opinions of members with higher status carry more weight than those of the rank-and-file members.

When several members form a subgroup within the larger group, they exert more influence on the rest of the group than they would individually.

When people manage to place themselves at the hub of the groups information exchange patterns, their influence over others also increases.

If you had to choose only one aspect of a group to study, you would probably learn the most by studying its structure.

(Forsyth, 2006)

GOALS

Groups usually exist for a reason. A team strives to outperform other teams in competitions. A study group wants to raise the grades of all of the students who are members. A jury must make decisions about guilt or innocence.The members of a congregation seek religious and spiritual enlightenment. In each case, the members of the group are united in their pursuit of common goals.

In groups, people solve problems, create products, create standards, communicate knowledge, have fun, perform arts, and even ensure their safety from attacks by other groups.

Put simply, groups make it easier to attain our goals.

For this reason, much of the worlds work is done by groups rather than by individuals

(Forsyth, 2006)

Group goals can be classified as tasks according to McGrath (1995), these are:Generating groups will strive to concoct the strategies they will use to accomplish their goals or to create altogether new ideas and approaches to their problems

Choosing - groups make decisions about issues that have correct solutions or questions that can be answered in many ways. Negotiating - they must resolve differences of opinion among members regarding their goals or decisions or resolve competitive disputes among members.

Executing - groups compete against other groups or perform.

Some groups perform tasks from nearly all of McGraths categories, whereas others concentrate on only one subset of goals

COHESIVENESS Groups are not merely sets of aggregated, independent individuals; instead, they are unified social entities.

Groups cannot be reduced down to the level of the individual without losing information about the group as a unit, as a whole.

Whenever a group comes into existence, it becomes a systemFoundations for Group DynamicsIt has been suggested that Kurt Lewin (43, 48 & 51) is the founder of the movement to study groups scientifically, he chose the word dynamic. Groups tend to be powerful rather than weak, active rather than passive, fluid rather than static, and catalyzing rather than reifying.

Lewin used the term group dynamics to stress the powerful impact of these complex social processes on group members.

When Kurt Lewin (1951) described the way groups and individuals act and react to changing circumstances, he named these processes group dynamics.

Lewin also used the phrase to describe the scientific discipline devoted to the study of these dynamics.

Succintly put, group dynamics is the scientific study of groups; the actions, processes, and changes that occur in social groups (Forsyth, 2006).Stages of Group/Team ProcessIt is typical for high functioning teams whose members are trusting of one another to be able to make decisions quickly and accurately

It may take longer for other teams, whose members need to get to know and trust one another, before the actual work can take place.Tuckman and Jensen (1977) identified five stages that a group normally progresses through as it develops.

These stages are known as group processes and consist of: Forming, Storming, Norming, Performing, and AdjourningForming

This stage occurs when the group is created and meets for the first time.

The group members come to the meeting with zest and a sense of curiosity, adventure, and even apprehension as they orient themselves to each other and get to know each other through personal interaction and perhaps group-building activities.

With the help of the team leader or facilitator, they will explore the purpose and goals of the group, what contribution they can bring to the table, and set boundaries for the teamwork.

(Kelly, 2012)

Storming stageAs the group relaxes and becomes more comfortable, interpersonal issues or opposing opinions may arise that may cause conflict between members of the team and with the team leader.

This may cause feelings of uneasiness in the group, therefore, it is important at this stage to understand that conflict is a healthy and natural process of group/team development.

When members of the group/team come from various disciplines and specialties, they are likely to approach an issue from several completely different standpoints.

These differences need to be openly confronted and addressed so that effective resolution of the issue may occur in a timely manner.

Real teams dont emerge unless individuals on them take risks involving conflict, trust, interdependence, and hard work (Katzenbach & Smith, 2003).Norming

After resistance is overcome in the storming stage, a feeling of group cohesion develops.

Team members master the ability to resolve conflict.

Although complete resolution and agreement may not be attained at all times, team members learn to respect differences of opinion and work together through obstacles to achieve team goalsCommunication of ideas, opinions, and information occurs through effective cooperation among the team members.

Overcoming barriers to performance is how groups become teams

(Katzenbach & Smith, 2003).Performing stageIn this stage, group cohesion, collaboration, and solidarity are evident.

Personal opinions are set aside to achieve group goals.

Team members openly communicate, know each others roles and responsibilities, take risks, and trust or rely on each other to complete assigned tasks.

The group reaches maturity at this stage.

One of the biggest strengths of this stage is the emphasis on maintaining and improving interpersonal relationships within the team as each member functions

(Kelly, 2012)Adjourning stageTermination and consolidation occur in this stage.

When the team has achieved its goals and assigned tasks, the team closure process begins.

The team reviews its activities and evaluates its progress and outcomes by answering the questions: Were the team goals sufficiently met? Was there anything that could have been done differently? The team leader summarizes the groups accomplishments and the role played by each member in achieving its goals.

It is important to provide closure or feedback regarding the team process to leave each team member with a sense of accomplishment.

(Kelly, 2010)

Individual RolesIn any team, there are bound to be both participants who are helpful and those who are not helpful in their behaviors.

Sometimes the behaviors are unconsciously acted out.

At other times, a team member is quite clear and focused about the role he or she is playing, such as the aggressor. (Kelly, 2012)In any case, it is imperative that the astute team leader be aware of everyones roles and use excellent communication skills to facilitate the group process.

Group member role generally fit into three categories: group task roles, group maintenance roles, and self-oriented roles.

(Kelly, 2012)Group task roles - help a group develop and accomplish its goalsInitiator-contributor: Proposes goals, suggests ways of approaching tasks, and recommends procedures for approaching a problem or task

Information seeker: Asks for information, viewpoints, and suggestions about the problem or task

Information giver: Offers information, viewpoints, and suggestions about the problem or taskCoordinator: Clarifies and synthesizes various ideas in an effort to tie together the work of the members

Orienter: Summarizes, points to departures from goals, and raises questions about discussion direction

Energizer: Stimulates the group to higher levels and better quality of work

(Kelly, 2012)

Group maintenance roles help fosters group unity, positive interpersonal relations among group members, and development of the ability of members to work effectively together.

Group maintenance roles include the following:

Encourager: Expresses warmth and friendliness toward group members encourages them, and acknowledges their contributions

Harmonizer: Mediates disagreements between members and attempts to help reconcile differences

Gatekeeper: Tries to keep lines of communication open and promotes the participation of all members

Standard setter: Suggests standards for ways in which the group will operate and checks whether members are satisfied with the functioning of the groupGroup observer: Watches the internal operations of the group and provides feedback about how participants are doing and how they might be able to function better

Follower: Goes along with the group and is friendly but relatively passive

Self-oriented roles are related to the personal needs of group members and often negatively influence the effectiveness of a group.

These roles include the following:Aggressor: Deflates the contributions of others by attacking their ideas, ridiculing their feelings, and displaying excessive competitiveness

Blocker: Tends to be negative, stubborn, and resistive of new ideassometimes in order to force the group to readdress a viewpoint that it has already dealt withRecognition seeker: Seeks attention, boasts about accomplishments and capabilities, and works to prevent being placed in an inferior position in the group

Dominator: Tries to assert control and manipulates the group or certain group members by using methods such as flattering, giving orders, or interrupting others

(Bartol & Martin, 1998)

Guidelines to Analyse the Process of a Working Group

A great team or working group accomplishes what it sets out to do, with everyone on the team participating to achieve the desired outcomes.

Effective teamwork is achieved when there is synergy the whole is greater than its parts

Effective nurses and teams achieve synergy.

They develop the ingredients for creating a winning team where people with different ideas, backgrounds, and beliefs work together synergistically and harmoniously.

(Kelly, 2012)Guideline OneThe team must have a clearly stated purpose: What are the goals? What are the objectives? What does the leader see the team accomplishing?

An effective team keeps the larger organizations goals in mind as it progresses; otherwise, its goals will be inconsistent with those of the parent organization.

Guideline TwoSecond is an assessment of the teams composition: what are the team members personal strengths and weaknesses? How do the team members see themselves as individuals?

Do they see themselves as part of a cohesive team? Are the contributions of all team members valued? Are all team members opinions respected?

(Kelly, 2012)

Does the team have a plan to avoid groupthink?

Are any additional members with special expertise needed? What are the roles of each team member?

Guideline ThreeThird is the communication link. Are effective communication patterns in place? Is there a need to improve communication, either in written or verbal format? Does the team work well together and is communication open, with minimal hidden agendas of the members?

Can the truth be told in a compassionate and sympathetic manner in order to reach a difficult decision?(Kelly, 2012)

Guideline FourActive participation by all team members is a critical fourth item.

Does everyone have a designated responsibility? Do people listen to one another? Is we versus they thinking discouraged?

Are all team members involved in shaping plans and decisions? Are they all carrying their weight on the team, or are some members not doing their part?

What are the relationships of the team members? Is there mutual trust and respect for members and their decisions, however unpopular?

Are there political turf issues that must be resolved before proceeding? The climate of the team should be relaxed but supportive

(Kelly, 2012)

Guideline FiveIs there a clear plan as to how to proceed? Is there a way to acknowledge team accomplishments and positive change? This fifth element leads to an action plan that everyone agrees with early on, and one that is revisited at certain designated times.

Feedback by team members and others affected by the teams decisions is necessary to keep focus.Guideline SixThe sixth guideline is actually ongoing, in that assessment and evaluation are continuous throughout the teams history.

Outcomes have to be consistent and related to the expectations of the organization/group.

Creativity is also encouraged at the team level; perhaps a member has an idea to solve a problem that no one has ever tried.

(Kelly, 2012)

In a supportive environment, pros and cons of all reasonable ideas should be freely discussed.

A team needs to periodically evaluate its progress

Forsyth, D. R. (2006). Group Dynamics. (4th ed). Belmont CA: Thomson Wadsworth

Kelly, P. (2012). Essential of nursing leadership and management (2nd ed). Clifton Park, New Jersey: Delmar, Cencage Learning

Keyton, J. (2002). Communicating in groups: Building relationships for effective decision making (2nd ed). Boston: Mcgraw Hill

Arrow, H & McGrath, J. E. (1995). Membership dynamics in groups at work: A theoretical perspective. in B, Staw & L. Cummings (Eds.)Research in Organizational Behavior. 17 N.Y.: JAI Press.

Tuckman, B. W & Jensen, M. A. (1977) Stages in small group development revisited. Group and Organisation Studies 2: 419-427

Katzenbach, J. R & Smith, D. K. (2003). The wisdom of teams: Creating the high performance organizations. New York: Collins Business.Bartol, M & Martin, D, C. (1998). Management. (3rd ed). New York, McGraw-Hill