Fundamental Group Dynamics

Social capital: the productive potential of strong relationships, goodwill, trust, and cooperation

What Is a Group?

Two or more freely interacting individuals who share a common identity and purpose

Types of Groups

Informal groups: A collection of people seeking friendship and acceptance that satisfies esteem needs.

Formal groups: A collection of people created to do something productive that contributes to the success of the larger organization.

What Does It Take to Make a Group?

Friendship in the workplace considerations:

—  Bosses being friends with subordinates

—  Putting limits on social media interaction

Attraction to Groups

—  Attractiveness of the group

—  Cohesiveness of the group

Roles

—  Socially determined ways of behaving in specific positions 

Factors that Enhance or Detract from Group Attractiveness and Cohesiveness

NormsThat Groups Enforce Norms

Norms are the standards (degrees of acceptability and unacceptability) for conduct that help individuals judge what is right or good or bad in a given social setting. Norms are culturally derived and vary from one culture to another. Norms are usually unwritten, yet have a strong influence on individual behavior. Norms go above and beyond formal rules and written policies.

Reasons That Groups Enforce Norms

—  To facilitate the survival of the group

—  To simplify or clarify role expectations

—  To help group members avoid embarrassing situations

—  To express key group values and enhance the group’s unique identity

Ostracism

—    Rejection by the group for violation of its norms

Norms Are Enforced for Different Reasons

Group Development

Characteristics of a Mature Group

Members are aware of each other’s assets and liabilities. Individual differences are accepted.The group’s authority and interpersonal relationships are recognized. Group decisions are made through rational discussion. Conflict is over group issues, not emotional issues. Members are aware of the group’s processes and their own roles in them.

Six Stages of Group Development

Stage 1: Orientation: Uncertainty about most everything is high.

Stage 2: Conflict and challenge: Subgroups struggle for control; roles are undefined.

Stage 3: Cohesion: Consensus on leadership, structure, and procedures is reached.

Stage 4: Delusion: A feeling of “having been through the worst of it” prevails

Stage 5: Disillusion: Subgroups form with disenchantment, diminished cohesiveness, and diminished commitment to the group.

Stage 6: Acceptance: A trusted and influential group member steps forward and moves the group from conflict to cohesion so that it becomes highly effective and efficient. Member expectations are more realistic.

Group Development from Formation to Maturity

Organizational Politics

What Does Organizational Politics Involve?

The pursuit of self-interest at work in the face of real or imagined opposition

Why Do Employees Use Organizational Politics?

Employees resort to political behavior when they are unwilling to trust their career solely to competence, hard work, and luck. Whether employees will fall back on political tactics has a lot to do with an organization’s climate or culture.

Research on Organizational Politics

•         The higher the level of management, the greater the amount of politics.

•         The larger the organization, the greater the politics.

•         Staff personnel are more political than line managers.

•         Marketing people are the most political; production people are considered the least political.

•         “Reorganization changes” reportedly prompted more political activity

•         61% of employees believe organizational politics helps advance one’s career.

•         45% of employees believe that organizational politics detracts from organizational goals.

Political Tactics

Posturing: “One-upmanship” and taking credit for others’ work

Empire building: Gaining control over human and material resources

Making the supervisor look good: Engaging in “apple polishing” or “brown nosing”

Collecting and using social IOUs: Exchanging reciprocal political favors by making someone look good or covering up someone’s mistakes

Creating power and loyalty cliques: Facing superiors as a cohesive group rather than alone

Engaging in destructive competition: Sabotaging the work of others through character assassination

Antidotes to Political Behavior

Strive for a climate of openness and trust. Measure performance results rather than personalities. Encourage top management to refrain from political behaviors. Strive to integrate individual and organizational goals through meaningful work and career planning. Practice job rotation to encourage broader perspectives and understanding of the problems of others.

Conformity and Groupthink

Conformity is complying with the role expectations and norms perceived by the majority to be appropriate in a particular situation.Conformity enhances predictability, which is generally thought to be good for rational planning and productive enterprise.

Research on Conformity

The Hot Seat (Asch)

Following the Immoral Majority: Individuals tend to go along with the group (blind conformity) when faced with overwhelming opposition by the group.

Groupthink (Irving Janis)

Groupthink is a mode of thinking (blind conformity) that people engage in when they are deeply involved in a cohesive in-group, when the members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action.

The Asch Line Experiment

Symptoms of Groupthink

Excessive optimism

An assumption of inherent morality

Suppression of dissent

A desperate quest for unanimity

Preventing Groupthink

Avoid using groups as rubberstamps. Urge each group member to think independently. Bring in outside experts for fresh perspectives. Assign someone the role of devil’s advocate. Take time to consider possible effects and consequences of alternative courses of action.

Teams, Teamwork, and Trust

Cross-functional team : A task group staffed with a mix of specialists focused on a common objective

Virtual team: A group of individuals working on tasks from a dispersed location who are electronically linked

What Makes Workplace Teams Effective?

Innovative ideas

Accomplishment of goals

Adaptability to change

High person/team commitment

Being rated highly by upper management

A Model of Team Effectiveness

Trust: A Key to Team Effectiveness

Trust Is:

•      A belief in the integrity, character, or ability of others

•      The primary responsibility of the manager

•      The key to establishing productive interpersonal relationships

•      A vehicle for encouraging self-control, reducing the need for direct supervision and expanding managerial control

Trust and Effective Group Interaction

Six Ways to Build Trust

1. Communication: Keep people informed.
2. Support: Be an approachable person.
3. Respect: Delegate important duties and listen.
4. Fairness: Evaluate fairly and objectively.
5. Predictability: Be dependable and consistent.
6. Competence: Be a good role model.