Group Dynamics and Understanding Teams
A group is a collection of two or
more individuals who
→ are in social interaction
→ maintain a stable pattern of relationships
→ share common goals, and
→ perceive themselves as being a group.
Different Types of Groups
Formal Groups Informal Groups
Defined by Organization’s structure Meet the need for social
Have designated work assignments contact in the work
Have established tasks environment.
• Command group • Interest groups
• Task group
• Friendship groups
• Standing committees
• Ad hoc committees (task forces)
Social Identity Theory
Ingroups Outgroups
Favouritism
Social Identity Threat
The Punctuated-Equilibrium Model
Group formation: five-stage model
Performing
Norming
Storming
Existing teams
Forming might regress Adjourning
back to an
earlier stage of
development
Stage One - Forming
• At this stage members behave in a guarded manner as they are
not sure about what to expect from other group members.
• At this stage members also form opinion about their group
members.
• Group members focus on defining or understanding goals.
• Group members try to establish ground rules with respect to
both jobs and interpersonal relations.
• At this stage productivity is low.
Stage two - Storming
• This is the most critical phase for the group
• This phase witnesses various degrees of conflict dealing with
issues of power, leadership and decision-making, as well as roles,
responsibilities and priorities.
• Group members show hostility toward each other.
• This phase is characterized by competition and strained
relationships among group members.
Stage three - Norming
• This phase is characterized by cohesiveness among members.
• Members realize their commonalities and learn to appreciate
their dissimilarities.
• Functional relationships are developed resulting in the
evolution of trust among members.
• Members set the rules for work behaviour.
• Cooperation and a sense of shared responsibility develop
Stage four - Performing
• At this stage doubts related to leadership and group relationships are
resolved.
• At this stage the group possesses the capability to define tasks, work
through relationships, and manage group conflicts by themselves.
• Communication is open and supportive. Members interact without
fear of rejection.
• Leadership is participative and shared. Different viewpoints and
information is shared openly.
• Conflict is now viewed as a Catalyst that generates creativity in
the problem-solving process
Group Structure – Roles
Group Norms
• Informal rules and expectations that guide group members’
behavior
• Norms develop through:
✓ Explicit statements
✓ Beliefs/values members bring to the team
✓ Critical events in group’s history
✓ Initial team experiences
Groups develop prescriptive norms as well as proscriptive norms.
Group Status
• In organizations, status can be both formal and informal in
nature.
• Formal status is reflected through various status symbols.
• Employees derive informal status through certain
characteristics that are not formally recognized by the
organizations.
• Studies on group dynamics suggest that higher-status
people tend to be more influential than lower-status people.
Group Cohesiveness
The strength of group members’ desire to remain in their groups.
Members of a highly cohesive work
group:
• believe in “we feeling”.
• accept their group goals.
Members of incohesive groups may
dislike each other and may even
work at cross-purpose.
Conditions affecting group cohesiveness
→ External competition or threat
→ Time
→ Size of group
How to Minimize Social Loafing
• Make individual performance more visible
o Form smaller teams
o Specialize tasks
o Measure individual performance
• Increase employee motivation
o Increase job enrichment
o Select motivated employees
• Emphasize the significance of the work
• Can use punishment threats
What is a team?
A team is:
• a small number of people
• with complementary skills
• who are committed to
– a common purpose
– common performance goals
– a common approach
• for which they hold themselves mutually accountable
(Katzenbach and Smith)
Building a definition of ‘Team’: Complementary Skills
• Technical or functional skills
• Problem-solving and decision making
• Interpersonal skills.
Interpersonal Skills
• Supportive and accommodating approach
• Recognizing the interests and achievements of others
• Ability to deal with a conflict in a constructive manner to
facilitate understanding
• Effective communication
• Helpful criticism
• Active listening
• Giving the benefit of the doubt
What does it mean to be committed?
Each and every member
must be genuinely and
wholeheartedly
dedicated to the efforts
of the team
“…
Building a definition of ‘Team’: Common Purpose
Development or adoption of a
clear impetus for action,
participated in and agreed to
by all team members…
…a raison d'être
that establishes unity among
members and provides
identity to each member
Building a Definition of ‘Team’: The Approach
The method by which
the team will
execute its purpose
and
accomplish its performance goals.
Formulated with the participation of all members and agreed to by
each member
Values of Teamwork
• Encourage listening and responding in a constructive
manner
• When required give others the benefit of doubt
• Provide support
• Recognize the interest and achievement of others
The Team Performance Curve
→Incremental
performance
need or
opportunity
→ Desired
common goal
that calls for a
team approach
or mutual
responsibility
Team Effectiveness Model
Organizational and Team
Team Design/Structure
Team Environment Effectiveness
•Task characteristics
• Communication • Group Decision Making
systems •Team size
•Communication Pattern
•Team composition
• Reward systems •Social Facilitation Effect
• Physical space •Synergy
• Organizational ✓Achieve
Team Processes
environment organizational
goals
• Organizational
•Team development ✓ Satisfy member
structure
needs
•Team norms
• Organizational ✓ Maintain team
leadership •Team roles
survival
•Team cohesiveness
Team Roles
• Role -- set of behaviors people are expected to perform by
holding certain positions.
o Formally assigned or informally acquired based on
personality preferences
• Belbin’s Team Role Model
o Nine team roles -- all needed for optimal team
performance
o People choose their preferred role based on their
personality
o Some roles should be the strongest at certain times
Belbin team roles
Coordinator
+ Keeps the team on track
- May not be “the best” at everything
Plant Team worker
+ Creative + Soothes the team
- “World of - Bit “nice” and indecisive
their own”
Belbin team roles
Resource Investigator
+ Seeks out info
- Gets bored quickly
Implementer Specialist
+ Efficient organiser + Expert
- Inflexible - Narrow focus
Belbin team roles
Monitor-Evaluator
+ Analyses
- Perfectionist
Shaper Completer-Finisher
+ Action ! + Keeps to deadlines
- Argues ! - Worries
Belbin: Clusters of Behaviour
• Action-oriented Roles
– Shaper, Implementer, Completer-Finisher
• People-oriented Roles
– Coordinator, Team worker and Resource Investigator
• Thinking-oriented Roles
– Plant, Monitor-Evaluator, Specialist
Effects of Group Processes
=
The Trouble With Teams
• Individuals better/faster on some tasks.
• Process losses - cost of developing and maintaining teams.
• Social loafing
• Companies don’t support best work environment for team
dynamics.
Obstacles
Teams get ‘stuck’ for several reasons:
• Conflict
• Power struggles
• Lack of focus
• Unequal participation
• Lack of follow-through
