Intra/Inter-group Behavior, Teambuilding and Decision Making

Intra/Inter-group Behavior, Teambuilding and Decision Making

Group Definition Group Definition

An organized system of two or more individual who are interrelated so that the system performs some function, has a set of role relationships among its members, and has a set of norms that regulate the function of the group and each of its members. Something about this system must be rewarding to its members or it will cease to exist.

This definition implies that if a group is to exist within an organization, the members must be

This definition implies that if a group is to exist within an organization, the members must be

Motivated to join Perceive the group as a unit of interacting

people Contribute in different amounts to the

groups function. Through interaction reach agreement and

overcome disagreement

Types of Groups: Formal versus InformalTypes of Groups: Formal versus Informal

Formal - members of a group based on their position in the organization

Informal - natural groupings of individuals based on their social needs, etc.

Formal GroupsFormal Groups

1. Command Groups Specified by the org. chart

i.e. work groups that have a supervisor and subordinates.

2. Task Groups Project oriented groups

i.e. in a matrix organization

Informal Groups Informal Groups

1. Interest Groups Affiliation in order to achieve a mutual objective

2. Friendship Groups Groups that form because of commonalties of the

members. i.e. age, interests, background

Relationship usually extends to non-working hours.

Why do people join groups? Why do people join groups?

Satisfy needs - especially social and esteem Proximity and attraction Identify with group goals Economic reasons (i.e. unions etc.)

Stages in Group DevelopmentStages in Group Development

Six stages from formation to maturity1. Orientation (Forming)2. Conflict and Challenge (Storming)3. Cohesion (Norming)4. Delusion5. Disillusion6. Acceptance (Performing)7. Adjourning

Six Stages...Six Stages...

1. Orientation Characterized by questions such as who’s in charge? How

should we proceed? What are out goals? Group members need guidance from the group leader.

2. Conflict and Challenge Involves resistance and rebellion against the guidance and

direction of the leader. Group members test the waters and see how they fit into the

groups power structure.

Six Stages...Six Stages...

3. Cohesion Occurs when the members have agreed to or

accepted the group power and authority structure. groups that often fight and rebel never make it to this

stage

4. Delusion Involves members deceiving themselves that all

interpersonal problems have been resolved and trying to maintain an appearance of harmony.

Six Stages...Six Stages...

5. Disillusion Involves a slow realization by group members that

they are functioning below their potential. Some members want to bring problems out in the open while others want to suppress them.

Usually a return to a strong dependence on the leader

Six Stages... Six Stages...

6. Acceptance Involves group members openly sharing their

perceptions with each other which leads to mutual understanding of group’s and each member’s expectations.

The group becomes flexible and influence shifts depending on the skills needed at that time.

Factors that affect group behaviorFactors that affect group behavior

Size

• Usually ranges between 2 and 16 with 12 being optimal for open exchange and effective decision making.

RolesRoles

Expected - behaviors determined by management

Perceived - behaviors believed should be done

Enacted - what actually is done

When these are not congruent role conflict arises.

Norms -Standards or rules shared by group membersNorms -Standards or rules shared by group members

Can only be formed when related to group activities

Not always accepted by all group members

Norms …Norms …

Conformity is based on...• Personality i.e. intelligence, needs• Stimuli - the more ambiguous the more

conformity• Situational factors - group size and structure. i.e.

feelings of anonymity• Intragroup Relationships

• Types of pressures• Success in achieving goals• Degree of identification with the group

Leadership Leadership

In a formal group leader has power based on position to enforce sanctions.

The informal leadership power based on status, seniority, respect etc.

Effective Group Leadership depends on...Effective Group Leadership depends on...

Creating and maintaining a clear conception of the primary task or goal.

Maintaining a unique position in the group by both participating in it and remaining sufficiently detached to observe the group as a whole.

Effective Group Leadership depends on...Effective Group Leadership depends on...

Assuming primary responsibility for the regulation or control of interactions between the group and other groups or individuals.

Permitting and encouraging some shifting of leadership tasks among members who are more qualified to meet the changing demands of the group.

CohesivenessCohesiveness

Strength of the members desires to remain in the group and their commitment to the group. It is also influenced by the degree of compatibility between group goals and individual goals.

Usually high cohesiveness helps task completion because of the group working together unless the cohesiveness is caused by goals that are contrary to the organization’s goals.

Groupthink Video: How can such an highly cohesive group be so dysfunctional?

Symptoms of Groupthink

Invulnerability Rationalization Morality Stereotyping Direct Pressure Self-censorship Unanimity Mindguarding

External Environment - External to groupExternal Environment - External to group

Technology, physical conditions, management practices, rules, leadership, and rewards and punishments.

Type and Complexity of the taskType and Complexity of the task

Role Conflict: Having many masters…Role Conflict: Having many masters…

Stress

Work Teams… To define the concept of a work team To provide a brief overview of work teams To describe team implementation issues

The Abilene Paradox What could have been done to avoid the

situation? Has there ever been an Abilene Paradox

where you work? Your own personal life?

What is a Team? Break into small groups and define the

concept of “work team”

Work Teams Defined... The basic tenet of work teams is that jobs

and organizations should be designed around processes instead of functions and that the basic production unit should be the team and not the individual.

Work Teams Defined… Fully mature work teams set their own

work goals and perform all the tasks associated with the work process.

Work Teams Defined… Remember, teams/groups are formed for SYNERGY. That is--to accomplish more than individuals can accomplish separately.

Successful Results from the Use of Work Teams Xerox P&G Crayola Blue Cross of CA AT&T Shenandoah Life

Teams

The Transition to Work Teams: A Model of Group Formation Forming stage Storming stage Norming stage Performing stage Adjourning stage

Effective team development allows the team to process through the stages.

It takes on average, three years to peak at the performing stage!

Levels of Work Team Implementation: One Size Does Not Fit All! Project/Problem Solving Teams Matrix/Cross-functional Teams Semi-autonomous Teams Self-directed/Autonomous Teams

Key Elements of Work Teams...

Commitment Top management support. Critical during the forming and storming

stages Commitment does not mean control!!!

Training and Development A commitment to both technical and

interpersonal training

Information Resources Need to have access to necessary information

on productivity, quality, etc.

Reports

Reward Systems Probably the most difficult component. How do you measure team performance? How do you deal with the individual?

IBC

Patience and Trust--The team learning curve

Common Barriers to Implementation

Resistance to change “If you always do what you’ve always

done, you will always get what you always got!”

Work Context Work teams are not appropriate to all work

situations such as highly specialized functions.

25-30 percent of workers do not want to be “empowered”

When Should a Group be Used for Decision Making?

Low High

High

Need for Quality

Need for Acceptance

Include those affected

Make the decision yourself

Include those affected and experts

Include Experts

Management Indulgence The failure to provide proper direction. Teams are often highly motivated but lack

clear direction. Empowerment does not mean

abandonment!

Impatience Teams are not immediately effective. Remember the team learning curve?

Interpersonal Conflict Status differences Role relationships Work sequencing

Employee Security When a company moves to fully self-

directed teams, some employees feel that their jobs will be rendered obsolete.

Employee Relations Trust Policies Reinforcement System

The Future of Work Teams Teams mobilize the human element. Teams improve the quality of decisions

made. Requires a long-term business focus for

teams to reach maturity Determine what level of team involvement

is appropriate.

Ten Questions to Ask About Your Team...1. Are the leader/facilitator’s expectations clear to

everyone?2. Are members’ expectation for each other well

communicated?3. Are you a cohesive and integrated team?4. Do members help each other appropriately, giving

feedback on how their behavior affects each other’s effectiveness? Are members honest with each other?

5. Does the team have all the skills and abilities it needs to do the job?

Ten Questions to Ask About Your Team...6. Is each member doing his or her utmost to help

you?

7. Does the team communicate well with others?

8. As a group, do you place a high priority on developing each other?

9. Is each member involved in decision making?

10. Are you satisfied as a member of this team?

Some Characteristics of Good Team Leaders• Facilitator• Problem solver• Motivator• Coach/Mentor• Listener• Empowerment

• Participatory Decision Making

• Communicator• Resource seeker• Understand change

The Challenge!!!“If you always do what you have always

done, you will always get what you have always got.”

Group Decision ProcessesGroup Decision Processes

Which is better individual or group decision making?Which is better individual or group decision making?

Better to ask under what conditions is group, individual or some combination better more effective.

Nature of the problemNature of the problem

Groups are better when the tasks involve generating many unique ideas, recalling information accurately, and assessing ambiguous situation.

Individuals are better when thinking out problems whose solutions require making long chains of decisions.

Judgmental DecisionsJudgmental Decisions

Group decision making is better when important judgmental decisions need to be made that have the following characteristics.

Judgmental Decisions...Judgmental Decisions...

Benefits are substantial, costs of errors are high, and it is difficult to salvage bad decisions.

Information is incomplete Many feasible alternatives exist Identifying optimal alternative is difficult Feedback about results of the decision will be

long in coming.

Acceptance of decisionsAcceptance of decisions

Effective Group Decision MakingEffective Group Decision Making

Once the decision is made to use a group how does a manager implement group decision making?

Morris and Sashkin Group Decision Making Model

Decision Making ProcessDecision Making Process

1. Problem Definition

2. Generate Solutions

3. Turn Ideas to actions

4. Select best solution

5. Monitor Decision

6. Evaluation of the Decision

Overcoming ProblemsOvercoming Problems

Brainstorming - enhances creative output of the group

Overcoming groupthink symptoms and politics etc.Overcoming groupthink symptoms and politics etc.

Based on a STRICT set of rules so that politics etc. can be taken out

Rules1. No idea is to ridiculous

2. Each idea belongs to the group not the individual

3. No idea can be criticized cause decreased output by others

Delphi Technique Delphi Technique

Involves the collection and comparison of anonymous judgments on the question at hand.

The Delphi Process The Delphi Process

Advantage is that you have several judges but they don’t meet face to face.

Collect judgments by questionnaire i.e. mail These judgments are then collected and

summarized as the group consensus. A second questionnaire is sent out to assess this

consensus The consensus is then revised 2-3 rounds of questionnaires is enough.

Nominal Group TechniqueNominal Group Technique

Brings people together without verbal communication. The people are a group in name only.

NGT processNGT process

A group of 5-10 individuals writes ideas on paper. After 5 minutes or so a structured sharing of these

ideas take place. Each person takes a turn and shares an idea. These ideas are recorded on a blackboard or some

other medium. Continues until all ideas are shared.

Nominal Group Technique... Nominal Group Technique...

Each idea is then discussed and a vote taken Independent vote taking is used. Usually top 3 ideas are ranked.

Decision is made by adding up the votes.