GROUP DYNAMICSLeadership Skills Development

What is a GROUP?

2 or more individuals interacting with each other in order to accomplish tasks

FOUR REQUIREMENTS FOR A GROUP

1. Purpose – common GOALS are what motivates the group

2. Leadership – structured so that responsibilities are shared

3. Communication – connects members and provides for exchange of ideas

4. Acceptance – members must not discriminate within the group

What is Group Dynamics? The term “group dynamics” refers

to the complex forces that are acting upon every group and causes it to behave the way it does. Some things don’t change (static) –

name, constitution, and purposeGroups themselves are changing due

to the various forces that are acting upon them

Intrapersonal Forces

The forces within a person:1. Self-concept2. Personality characteristics3. Basic needs: food, water, shelter4. Physical and emotional conditions5. The need to feel as though they are

contributing6. Objectives or plans that have nothing

to do with the group (hidden agenda)

Interpersonal Forces

The forces acting among the group members.1. Degree to which members know each other,

like or dislike each other, understand each other

2. Status of individuals – real or assumed3. Assumptions regarding others, ideas, or

attitudes4. Communication among members5. Behavior patterns of individuals

Environmental Forces

The external forces surrounding the group.1. Total environment: the physical setting

and arrangement of a meeting place, including noise, temperature, comfort, time, conditions, etc…

2. Forces generated by the way other members act: voice, mannerisms, attitudes, speech, patterns, vocabulary, etc…

Functional Roles Examples

Initiator – Proposes or goals; Suggests a procedure or idea for problem solving; Motivates the group to a higher activity level or higher quality

The Gate-Keeper – Attempts to keep the lines of communication open; Encourages ideas and participation; Proposes regulations to allow communication to flow

The Compromiser – Yields to another person to keep harmony in the group; Compromises his/her own position for the effectiveness of the group

The Information Seeker – Requests facts; Seeks relevant information about group concerns; Asks for suggestions and ideas

The Information Giver – Offers facts providing relevant information about group concerns; States beliefs and gives suggestions

The Harmonizer – Mediates differences among other members; Attempts to reconcile disagreements; Relieves tension in conflict situations

The Encourager – Agrees with and accepts the contributions of others; Indicates warmth and solidarity in his/her attitude of group members; Offers commendation and praise

The Follower – Goes along with the movement of the group; Accepts the ideas of others; Serves as an audience in group discussion and decision

The Recorder – Writes down suggestion; makes a record of group decisions

Non-Functional Roles Examples The Aggressor – Deflates the status of others; Attacks the group

of the problem it is working on; Jokes aggressively; Tries to take credit for another member’s contribution

The Blocker – Tends to be negative and stubbornly resistant; Disagrees and opposes without reason; Attempts to maintain or bring back an issue after the group has rejected or by-passed it

The Recognition Seeker – Works in various ways to call attention to him or herself; boasts and reports on personal achievements; Acts in unusual ways; Struggles to prevent being placed in an inferior position

The Playboy – Makes a display of his//her lack o f involvement; Is cynical an nonchalant; Goofs off and cracks inappropriate jokes

The Dominator – Asserts authority or superiority in manipulating the group; Asserts superior status or right to attention; Gives directions authoritatively; Interrupts the contributions of others

The Deserter – Shows little or no interest in group activities; Withdraws from any active participation in accomplishing the groups tasks; Daydreams

Conflict Resolution

What is conflict?

A problematic situation where the concerns or interests of two or

more parties appear incompatible.

Why does conflict exist in organizations?

Because group members see the needs of the organization differently due to different values, goals and/or

prior experiences

When conflict is ignored, or approached on a win/lose basis:

Communication breaks down Animosities develop The ability of the group to function is

impaired

 

Conflict can be healthy if it is handled and resolved amicably.

How can conflict be a positive force in an organization?

Can enhance a group or organization by exploring differences that are created by the conflict. If it is dealt with openly, people can be stimulated to creativity, alternatives are considered, better ideas are generated, a better course of action results, and more positive relationships develop.

Most problems are caused by the

way people choose to handle conflict.

Ways of Dealing with Organizational Conflict Competition – “I win. You lose.” I get all

my needs met; you get nothing Accommodation – “I lose. You Win.” I give

in; you get everything. Avoidance – “I lose. You lose.” Neither of

us gets anything. Compromise – “We both win. We both

lose.” Each of us gets a little and gives a little.

Collaboration – “No win – no lose.” We redefine the problem and find a creative solution that satisfies both of our needs.

Conflict Intervention and Prevention

Behavior Management – You are responsible for your own behavior. Your behavior and the behavior of the other members greatly influences the effectiveness of each session.

Showing you Care –Be welcoming, greet members by name and with a smile, be interested in them, laugh with others but not at them or their mistakes, be aware of accomplishments and take time to compliment them on their involvement and efforts

Using the Right Words – Ask “What do you understand?” vs. “What don’t you understand?” People don’t like to admit when they are confused. Use encouragement to motivate, give praise and recognition when needed.

Gaining and Maintaining Control – As a leader, you might be tested as group members may see how far they can push the rules. Three keys that will work with control: be firm – establish limits of behavior, be fair- people accept rules that are fairly set and applied, be consistent, difficult to follow a rule that keeps changing or is sporadically applied.

Types of Behavior Passive Behavior – allow others to

choose for you, lose in win-lose situations. Others achieve their goals at your expense.

Aggressive Behavior – choose for others, win-lose situations you must win. Self-enhancing, direct,

Assertive Behavior – choose for self, convert win-lose situations into win-win, appropriately honest, self-respecting, direct, straight forward

Constructive Criticism “I” vs. “You” Statements:

You take control over your feelings and thoughts, instead of trying to take power from others.

Ex: “I don’t like the way you treat people” VS “You shouldn’t say that”

Problem vs. Person:Focus on the problem you wish to resolve, not the person

involved in the problem Specific vs. Vague:

Know exactly what problem you are addressing. Vagueness will not pinpoint the problem but may in fact hinder the resolution of that problem

Timely vs. Untimely:Give your feedback as soon as a problem arises. You do not

want to dredge up the past. Focus on what is going on here and now.

Constructive Criticism Cont’d

Brief vs. Lengthy: Avoid drowning the receiver in criticism. Make it short and to the

point. Sometimes/Often vs. Always Never:

Use “sometimes” or “often.” Very few situations in this world “always” or “never” happen, although we are tempted to say they do.

Effect vs. Cause: Explain the effect of the problem rather than the cause. By examining

the effect, the basis for criticism is clear. Identifying the cause once again places blame.

Changeable vs. Non-changeable: Be critical of problems that can be changed. Effective, constructive

criticism forces on changeable matters. Non-changeable situations can only be hindered by criticism.

The Final Statement: Always try to finish the conversation on a positive note. Pick out

something that will encourage the person to improve and motivate them.