group dynamics a training session presentation. forethought ‘coming together is a beginning....

Group Dynamics

A training session presentation

Forethought

‘Coming together is a beginning.Keeping together is progress.Working together is success.’

- Henry Ford

OUR primitive learning !

Wisdom of Goose

Gholipour A. 2006. Organizational Behavior. University of Tehran

WhatMakesPeopleJoin

Groups?

WhatMakesPeopleJoin

Groups?

StatusStatusSecuritySecurity

PowerPowerGoal

AchievementGoal

Achievement

Self-Esteem

Self-Esteem

AffiliationAffiliation

Nature of environmentStable & predictable

Highly complex & dynamic

Level of task complexity

Highly complex task

Simple & straight forward task

Work done by single individual or work group

Work done by team or work group

Work done by dynamic cross functional or cross organizational team. Leadership and team make up is constantly adopting to needs of the project in line with desired results

No need for team building or team work

Depending upon length of project, team building may or may not required

Team building is critical for the quality of work

When teamwork is required?

Stages of team building

PerformanceImpact

Team Effectiveness

WorkingGroup

RealTeam

High-Performance Team

Pseudo-Team

PotentialTeam

The team performance curve

Assessing team maturity

Tower Game

Work in your group Build a tower with the help of given

resources (flip chart, meta card and cello tape)

The tallest tower making team will win (doesn’t mean that other lose)

Reflect upon your learning from the game TIME: 5 minutes

Role of team members

Team Effectiveness Model

•Task characteristics

•Team size

•Team composition

Team DesignTeam Design

• AchieveAchieve organizational organizational goals goals

• Satisfy memberSatisfy member needs needs

• Maintain teamMaintain team survival survival

TeamTeamEffectivenessEffectiveness

•Team developmentTeam development•Team normsTeam norms•Team rolesTeam roles•Team cohesivenessTeam cohesiveness

Team ProcessesTeam Processes

Organizational andOrganizational andTeam EnvironmentTeam Environment

• Reward systemsReward systems

• CommunicationCommunication systems systems

• Physical spacePhysical space

• OrganizationalOrganizational environment environment

• OrganizationalOrganizational structure structure

• OrganizationalOrganizational leadership leadership

Group Dynamics

The social process by which people interact in a group environment

The influences of personality, power and behavior on the group process

Associated with the size, structure, norms, values, role etc. of the group

Group dynamics affects group cohesiveness and performance

Functional dynamics

Synergy More resources for problem solving Improved creativity and innovation Improved quality of decision making Greater commitments to tasks Increased motivation of members Better control and work discipline More individual need satisfaction Synchronization of efforts

Dysfunctional dynamics

Conformity Groupthink Social loafing Risky shift

Preventing groupthink

Every group member a critical evaluator Avoid rubber-stamp decisions Different groups explore same problems Rely on subgroup debates and outside

experts Assign role of devil’s advocate Rethink a consensus

Conditions for Social Loafing Low task interdependence

Individual output not visible

Routine, uninteresting tasks

Low task significance

Low collectivist values

GroupGroupCohesivenessCohesiveness

MemberMemberSimilaritySimilarity

MemberMemberInteractionInteraction

TeamTeamSizeSize

SomewhatSomewhatDifficult EntryDifficult Entry

TeamTeamSuccessSuccess

ExternalExternalChallengesChallenges

Group cohesiveness

Cohesiveness outcomes

Want to remain members

Willing to share information

Strong interpersonal bonds

Want to support each other

Resolve conflict effectively

More satisfied and experience less stress

Members of cohesive teams

..

Strong IncreaseIn Productivity

Moderate IncreaseIn Productivity

No Significant EffectOn Productivity

Decrease inProductivity

Cohesiveness

Alig

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High Low

Cohesiveness-Productivity Relationship

High

Low

High performing team has…

Clear, elevating goals Results-driven structure Competent team members Unified commitments Collaborative climate Standards of excellence External support and

recognition Principled leadership

For effective teamwork…

Be realistic and prepared Appropriate individual workload Clear expectations Communication of short/long-term goals Enthusiasm builds commitment Confidence in the team Open-minded and mutual respect Spirit of Cooperation is must Learn key skills to be a good team player

We are Team Leaders

MODEL the behavior you want to see

CONNECT with the people you lead

INVOLVE them wherever you can

Concluding thought

"We've developed an incredibly talented team of people running our major businesses, and, perhaps more important, there's a healthy sense of collegiality, mutual trust, and respect for performance that pervades this organization.”

Jack Welch, Former CEO of General Electric

things we learned together3

Basanta Raj SigdelNepal Administrative Staff CollegeCell 9841310840, Email: brsigdel@gmail.com