group & team work
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GROUP & TEAM WORK
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Group - definitions:A collection of individuals whose existence as acollection is rewarding to the individuals.
A set of individuals who share a common fate,
who are interdependent in the sense that an
event which affects one member is likely to
affect all.
As two or more persons who are interacting
with one another in such a manner that eachperson influences and is influenced by each
other person.
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Why people join groups?
To satisfy individual needs
Proximity, contact, interaction
Cultural & personal similarities,
need compatibility
Activities of group are rewarding
One values the group and the group goal
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Groups
Are ubiquitous
Influence the productivity of
employees
Influence an employees perceptions
& attitudes
Aid an individual in satisfyingunfulfilled needs
Facilitate communication
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GROUPS
PRIMARY SECONDARY
FORMAL INFORMAL
REFERENCE INGROUP & OUTGROUP
PRIMARY GROUPS="THOSE CHARACTERIZED BY INTIMATE
FACE-TO-FACE ASSOCIATION AND COOPERATION. THEY AREPRIMARY IN SEVERAL SENSES, BUT CHIEFLY IN THAT THEY
ARE FUNDAMENTAL IN FORMING THE SOCIAL NATURE AND
IDEALS OF THE INDIVIDUAL. THE RESULT OF INTIMATE
ASSOCIATION ... IS A CERTAIN FUSION OF INDIVIDUALITIES IN
A COMMON WHOLE, SO THAT ONE'S VERY SELF, FOR MANYPURPOSES AT LEAST, IS THE COMMON LIFE AND PURPOSE OF
THE GROUP"
-CHARLESH.COOLEY (1909)
[FERDINAND TONNIES - GEMEINSCHAFT: CLOSE COMMUNAL
RELATIONSHIP]
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THREE ESSENTIAL CONDITIONS
OF PRIMARY GROUPS:
CLOSE PHYSICAL PROXIMITY OF GROUP MEMBERS,
SMALLNESS OF THE GROUP,AND
DURABILITY OF THE BOND
FIVE CHARACTERISTICS OF PRIMARYRELATIONS:IDENTITY OF ENDS (EACH PARTY PRESUMES AS ONE
OF HIS ENDS THE WELFARE OF OTHER)
INTERPRETATION (EACH PARTY PURSUES AS ONE OFHIS ENDS THE WELFARE OF THE OTHER)
RELATIONSHIP IS AN END IN ITSELF
RELATIONSHIP IS PERSONAL (PERSON IS MORE
IMPORTANT)
RELATIONSHIP IS SPONTANEOUS
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PRIMARY GROUPS:
FRIENDS FAMILY NEIGHBOURHOOD
TEACHER PLAY GROUP WORKTEAM
SECONDARY GROUPS =SECONDARY GROUPS CAN BE ROUGHLY
DEFINED AS THE OPPOSITE OF EVERYTHING OF PRIMARY
GROUPS. THE SECONDARY GROUP COVERS SUCH A WIDE AREA
THAT NO TWO OF ITS MEMBERS NEED LIVE IN CLOSE
PROXIMITY, AND IT IS SO LARGE THAT ALL OF ITS MEMBERSCOULD NOT POSSIBLY KNOWONE ANOTHER PERSONALLY.
ALTHOUGH IT MAY HAVE VERY LONG DURATION, THE
PERSONAL RELATIONS OF ITS MEMBERS MAY BE BRIEF.
[FERDINAND TONNIES - GESSELLSCHAFT: ORGANISED
IMPERSONAL RELATIONSHIP]
SECONDARY GROUPS:
CUSTOMER- BANK CLERK AUTHOR-READER
PERFORMER-SPECTATOR ANNOUNCER-LISTENER
PROFESSIONAL ASSOCIATION
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DIFFERENCES BETWEEN PRIMARY AND
SECONDARY GROUPS:
PRIMARY GROUP SE CONDARY GROUP
SMALL BIG
FACE TO FACE TOUCH AND GO
SENTIMENTS & MOTIVES CONTRACTS / RULES
INTIMATE PERSONAL IMPERSONALRELATIONSHIP ACQUAINTANCE
LOYALTY & DEVOTION ALLEGIANCE & IDENTITY
SYMPATHY & MUTUAL FORMALITY AND
IDENTIFICATION COMPULSION
THE REAL DIFFERENCE RELATES NOT TO THE
GROUPS AS SUCH BUT TO THE KINDS OF
RELATIONSHIPSTHAT CONSTITUTE THE GROUP
STRUCTURE
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FORMAL = ESTABLISHED UNDERLEGAL / FORMAL AUTHORITY TO
ACHIEVE SPECIFIC END RESULT e.g.
TASK FORCE
INFORMAL = ATTITUDES AND
VALUES HELD IN COMMON, FACE
TO FACE
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Conditions under which Groups tend tobecome more cohesive:
Physical proximity
Same or similar work
Homogeneity
Personality (Like mindedness)
Easy flow of communicationSize (12 15)
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Group building or maintenance roles:Member functions focuses on those contributions
which have for their purpose the building of group-centered attitudes or orientation among the members of
a group.
Members / Leader of the group perform SEVEN roles in
successive contributions:
Encourager
Harmonizer (mediates the differences in the group)
Compromiser
Gatekeeper (keeps the communication channel open)
Standard setter (express standards for the group)
Group observer-commentator
Follower
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GROUP DYNAMICS (KURT LEWIN) SUGGEST
THAT AS IT IS POSSIBLE TO SPECIFYCONDITIONS FOR INDIVIDUAL BEHAVIOUR,
IT IS ALSO POSSIBLE TO DETERMINE
CONDITIONS THAT INFLUENCE THE
BEHAVIOUR OF THE GROUP.
GROUP DYNAMICS IMPLIES THAT GROUPS ARE
CHARACTERISED BYON-GOING CHANGEAND
THAT THE MORE STABLE CHARACTERSTICS OFTHE GROUP CAN ONLY BE UNDERSTOOD AND
MEASURED BY THE ON-GOING ACTIVITIES OF
THE GROUPS.
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GROUP DYNAMICS
THERE IS NO AGREEMENT AS TOWHAT EXACTLY
IS MEANT BY GROUP DYNAMICS.
GROUP DYNAMICS IS CONCERNEDWITH THE
INTERACTIONS AND FORCESBETWEEN GROUPMEMBERS IN A SOCIAL SITUATION.WHEN THE
CONCEPT IS APPLIED TO THE STUDY OF OB, THE
FOCUS IS ON THE DYNAMICS OF MEMBERS OF
FORMAL OR INFORMAL GROUPS IN THEORGANISATION.
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KURT LEWINPOPULARIZED THIS TERM[GROUP DYNAMICS] IN 1930's. ONE VIEW
IS THAT GROUP DYNAMICS DESCRIBES
HOWA GROUP SHOULD BE ORGANIZED
AND CONDUCTED. DEMOCRATICLEADERSHIP, MEMBER PARTICIPATION
AND OVERALL COOPERATION ARE
STRESSED
.
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ANOTHER VIEW OF GROUP DYNAMICS IS THAT IT
CONSISTS OF A SET OF TECHNIQUES. HERE, ROLE
PLAYING, BRAINSTORMING, EADERLESS GROUPS,SENSITIVITY TRAINING, TA, AND THE JOHARI
WINDOW ARE EQUATED WITH GROUP
DYNAMICS.
A THIRD VIEWISCLOSEST TOLEWIN'SORIGINAL
CONCEPTION. GROUP DYNAMICS IS VIEWED
FROM THE PERSPECTIVE OF THE INTERNAL
NATURE OF GROUPS, HOW DO THEY FORM,
THEIR STRUCTURE, PROCESSES AND HOW THEY
AFFECT INDIVIDUAL MEMBERS, OTHER GROUPS
AND
THE ORGANISATION.
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ISSUES IN GROUP DYNAMICS :
PRECONCEPTIONS ABOUT THE NATURE OFTHE GROUPS
PROBLEMS OF DEFINING THE FIELD OF
STUDYTHE QUESTION OF AN APPROPRIATE
THEORETICAL ORIENTATION
THE PROBLEM OF THE PROPER METHODSOF STUDYING GROUPS
THE RELATION OF GROUP DYNAMICS TO THE
LARGER SOCIETY
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Stages in Group Development
ORIENTATION CONFLICT COHESION EFFECTIVESTRUCTURE
DEFINING GOALS,
FEELING
OTHERS, SIZING
UP SITUATIONS,
GETTINGACQUAINTED,
TESTING
GROUND RULES,
UNCERTAINTY,
CONFUSION
DISAGREEMENTS
OVER
PRIORITIES,
ASSIGNMENTS,
HOSTILITYTENSION,
RESISTANCE,
CHALLENGING
THE
LEADERSHIP,
SUBGROUPS,CLIQUES
CONSENSUS,
ACCEPTANCE OF
LEADERSHIP,
SHARING, TRUST,
TOGETHERNESS,NEW, STABLE
ROLES,
COOPERATION
DELUSION,
DISILLUSION
AND
ACCEPTANCE,
INTIMACY,OPENNESS,
FLEXIBLE, TASK-
RELEVANT
ROLES,
HELPFILNESS,
SUCCESSFULPERFORMANCE
FORMING STORMING NORMING PERFORMING
IMMATURITY MATURITY
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Effects of Group process
Potential group Process Process Actual
effectiveness + gains - loss = group
effectiveness
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GROUP Vs. THE INDIVIDUAL
ADVANTAGES OF GROUPS:
MORE COMPLETE INFORMATION & KNOWLEDGE
INCREASEDDIVERSITY OF VIEWS
INCREASED ACCEPTANCE OF A SOLUTION
INCREASED LEGITIMACY
DISADVANTAGES OF A GROUP
TIME CONSUMINGPRESSURES TO CONFORM
DOMINATION BY THE FEW
AMBIGUOUS RESPONSIBILITY
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I AND THE GROUP
1 THE PROBLEM OF IDENTITY WHO
AM I IN THIS GROUP?
2 POWER & INFLUENCE
3 GOALS & NEEDS
4 ACCEPTANCE & INTIMACY5 ISSUES NEW SET OF PROBLEMS,
TENSION, ANXIETY, FRUSTRATION
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TEAM
A TEAM IS A SMALL NUMBER OF PEOPLE
WITH COMPLEMENTARY SKILLS WHO ARECOMMITTED TO A COMMON PURPOSE,
PERFORMANCE GOALS, AND APPROACH FOR
WHICH THEY HOLD
THEMSELVES MUTUALLYACCOUNTABLE
GROUP
A SET OF INDIVIDUALS WHO SHARE A
COMMON FATE, WHO ARE INTERDEPENDENTIN THE SENSE THAT AN EVENT WHICH
AFFECTS ONE MEMBER IS LIKELY TO AFFECT
ALL
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NOT ALL GROUPS ARE TEAMSWORKING GROUP TEAM
STRONG, CLEARLY FOCUSSED SHARED LEADERSHIP ROLESLEADERSHIP
INDIVIDUAL ACCOUNTABILITY INDIVIDUAL & MUTUAL
ACCOUNTABILITY
INDIVIDUAL WORK PRODUCTS COLLECTIVEWORK PRODUCTS
RUNS EFFICIENT MEETINGS ENCOURAGES OPEN-ENDED
DISCUSSIONS & ACTIVE PROBLEM
SOLVING MEETINGS
MEASURES ITS EFFECTIVENESS MEASURES PERFORMANCEINDIRECTLY BY ITS INFLUENCEDIRECTLYBY ASSESSING
ON OTHERS COLLECTIVEWORK PRODUCTS
DISCUSSES, DECIDES AND DISCUSSES, DECIDES & DOES
DELEGATES REAL WORK TOGETHER
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SHEEP HERDERS Vs. SHEPHERDS
TECHNIQUES - DIRECTING DEVELOPING
WORK FOCUS - THE FLOCK ITSELF THE FLOCKS SURROUNDINGS
LOCATION - BEHIND THE FLOCK INFRONT OF THE FLOCK
PURPOSE - MOVE SHEEP CREATE SHEPHERD
METHODOLOGY - BARKING & HEEL CLEAR THE PATHNIPPING
RESULT - CREATES DEPENDENCE CREATES SELF-RELIANCE
REGULATING, ENFORCING LEAD & DEVELOP
DIRECTING SUBORDINATES SPEND MORE TIME
AND ENERGYANALYZIING THE
ENVIRONMENT
SURROUNDING THE
SHEEP TO ANTICIPATE
DANGERS AND
OPPORTUNITIES
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BUILDING BLOCKS OF TEAMS
BALANCED ROLESCLEAR OBJECTIVES AND AGREED GOALSOPENNESS AND CONFRONTATIONSUPPORT AND TRUSTCOOPERATION AND CONFLICTSOUND PROCEDURESAPPROPRIATE LEADERSHIPREGULAR REVIEWINDIVIDUAL DEVELOPMENTSOUND INTER-GROUP RELATIONS GOOD COMMUNICATIONS
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EIGHT BLOCKAGES OF TEAM BUILDING
UNCLEAR AIM / POOR COMMUNICATION
UNASSERTIVE BEHAVIOUR INEFFECTIVE MANAGEMENT PROCESS NEGATIVE CLIMATE INAPPROPRIATE STRUCTURE UNBALANCED POWER UNDERDEVELOPED INDIVIDUALS INEFFECTIVE TEAM WORK
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6. CYNICISM AND MISTRUST
(I knew this team work stuff was a load of crap)
7. INTERPERSONAL ATTACKS MADE BEHIND
PEOPLES BACK AND TO OUTSIDERS
(... has never pulled his own weight and neverwill)
8. LOTS OF FINGER POINTING AT TOP MANAGEMENT
AND THE REST OF THE ORGANISATION(If this effort is so important, why do not they give
us more resources?)
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5 UNDERSTANDING OF ITS "PERSONALITY" : GREATER
AWARENESS OF DYNAMICS & PROCESSES
6 PROBLEM-SOLVING STRATEGIES : SEEKING MORE
EFFECTIVE ONES - AT TASK AND INTER-PERSONAL LEVELS
7 CONFLICT : USED MORE AS OPPORTUNITY FOR
CREATIVITY THAN DESTRUCTION
8 COLLABORATION : FOCUSED ON MORE THAN
NARROW COMPETITION
9 OTHER GROUPS : INCREASED ABILITY TO WORK
WITH THEM CREATIVELY
10 INTERDEPENDENCE : CONSTANTLY INCREASING
SENSE OF -
SELFCONSCIOUS
GROUPC
ONSC
IOUS
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DEVELOPING INTER-TEAM RELATIONS
IDENTIFY THE TEAMS COMMON OBJECTIVES GAIN A PERSONAL UNDERSTANDING OF ONE ANOTHER (TO UNDERSTAND
MOTIVES AND DRIVING FORCES)
DEVELOP SYSTEMS OF INTERACTING MANAGE TEAM BOUNDARIES BUILD A CLIMATE OF TRUST
FACTORS FACILITATING CONSENSUS
CONCERN FOR OTHERS
LISTENING
IDENTIFYING & USING RESOURCES DISCUSSION UNDERLYING ASSUMPTIONS & LOGIC
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CONSEQUENCESOF NTERGROUPCOMPETITION
WHATHA
PPENSWITHINE
ACH
COMPETINGGROUP?
EACHGROUP ECOMESMORECLOSELY MEMBERSBURYTHEIRINTERNAL IFFERENCES
GROUPCLIMATECHANGESFROMCASUALTOTASKORIENTATION
LEADERSHIPPATTERNSTENDTOCHANGETOAUTOCRATICSTYLE
EACHGROUPBECOMESHIGHLYSTRUCTURED
EACHGROUPDEMANDSMORELOYALTY FROM MEMBERS
WHATHAPPENSBETWEENCOMPETINGGROUPS?
EACH GROUP SEES THE OTHER GROUP AS ENEMY
EACHGROUP EXPERIENCESDISTORTIONOF ERCEPTION TENDS TO PERCEIVEONLYTHEBEST PARTSOFITSELF, DENYING ITS WEAKNESSES, ONLY WORST PARTS OF OTHER GROUPS, DENYING TO SEE OTHE
GROUPSSTRENGTHS,NEG
ATIVESTEROTYPING)
HOSTILITYTOWARDOTHERGROUPSINCREASES,COMMUNICATIONDECREASES
IF GROUPS ARE FORCED INTO INTERACTION, EACH GROUP IS LIKELY TO LISTEN TO THEIR OWNREPRESENTATIVE
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GROUP I
I I O EOF I I G PERSONS
ENGAGE IN EN ONCURRENCE-
SEEKING ECOMES SO DOMINANT IN A
COHESI E GROUP THAT IT TENDS TOOVERRIDE REALISTIC APPRAISAL OF
ALTERNATIVE COURSES OF ACTION. IT
INVOLVES NON-DELI ERATESUPPRESSION OF CRITICAL THOUGHTS AS
A RESULT OF INTERNALI ATION OF THE
GROUPSNORMS.
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SYMPTOMS OF GROUP THINK
INVULNERABILITY
COLLECTIVELY CONSTRUCTED RATIONLIZATION
UNQUESTIONING BELIEF IN THE INHERENT
MORALITY
STEREOTYPED VIEWS
GROUP PRESSURE ON DOUBTING MEMBERS
DEVIATION FROM GROUP CONSENSUS LEADS TO
SELF-CENSORSHIP
ILLUSION OF UNANIMITY
VICTIMS OF GROUP THINK SOMETIMES APPOINT
THEMSELVES AS MINDGUARDS
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CAUSES,SYMPTOMSANDCONSEQUENCES
OF OUPTHINK
CAUSES SYMPTOMS CONSEQUENCES (DEFECTI EDECISION
MAKING)
COHESI EGROUP BELIEFINOWNGROUPS
MORALANDRATIONAL
CORRECTNESS
LIMITEDAND /ORBIASED
SEARCHFORINFORMATION
STRONGLEADERSHIP PERCE I ED
INVULNERABILITY
INCOMPLETELISTOF
ALTERNATIVES
UNSTRUCTUREDGROUP
PROCESS
USVs.THEMTHINKING INADEQUATEEVALUATION
OFALTERNATIVES
PRESSUREFORSOLUTION
PRESSUREBROUGHTTOBEARONTHOSEWHO
DISAGREE
MAINTENANCEOFSTATUSQUO
PERCEIVEDNARROW
RANGEOFSOLUTIONS
SELFCENSORSHIP&
PERCEPTIONOF
UNANIM
ITY
POORPLANNINGFOR
CONTINGENCIES
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