THE NATURE OF GROUPS AND TEAMS Project Management and Leadership 2016

THE NATURE OF GROUPS AND TEAMS Project Management and Leadership 2016

GROUP two or more individuals who are connected by and within social relationships. (mod. FORSYTH 2010, p.3)

GROUP Two or more people who Define themselves and are defined as members Identify with one another Engage in frequent interaction Share common norms Participate in a system of interlocking roles Pursue shared, interdependent goals Feel that their membership in the group is rewarding Have a collective perception of unity Stick together in any confrontation with other groups (mod. WAGNER & HOLLENBECK 2010, p.170)

TEAM Is a subset of groups wherein The members are HIGHLY INTERDEPENDENT Teams are FORMED USING WORK FLOW GROUPING The members are NOT INTERCHANGEABLE (mod. WAGNER & HOLLENBECK 2010, p.179)

PEOPLE ARE HARDWIRED TO BELONG Evolutionary theory assumes that advantages of group life, over multiple generations, eventually sewed sociality into the DNA of the human race. (mod. FORSYTH 2010, p.66)

GROUPS PROVIDE SOCIAL SUPPORT BELONGING EMOTIONAL SUPPORT INFORMATIONAL SUPPORT INSTRUMENTAL SUPPORT SPIRITUAL SUPPORT (mod. FORSYTH 2010, p.66)

PRINCIPLES OF INTERPERSONAL ATTRACTION SIMILARITY RECIPROCITY COMPLEMENTARITY PROXIMITY. People tend to like those who are situated nearby ELABORATION. Additional people become linked to the original ones MINIMAX. Individuals are attracted to groups that offer them maximum rewards and minimal costs. (mod. FORSYTH 2010, p.114)

STAGES OF GROUP DEVELOPMENT FORMING: the group meets; members tend to be independent STORMING: the group begins to address the work NORMING: the members begin to work together and adjust work habits and behaviors that support the team; trust appears PERFORMING: members are interdependent and work smoothly ADJOURNING: the team completes the work and moves on (mod. TUCKMAN 1965, pp.384-399)

HIGHLIGHTS: 1. BELONGING TO A GROUP IS NATURAL 2. INTERPERSONAL ATTRACTION ENABLES GROUP FORMATION 3. GROUPS CAN BREAK BEFORE STARTING TO PERFORM

GROUP COHESION The strength of the bonds linking members to a group The degree to which members of a group feel attached to their group and are compelled to stay in it.

GROUP COHESION COMPONENTS OF THE COHESION SOCIAL COHESION TASK COHESION PERCEIVED COHESION EMOTIONAL COHESION Attraction of members to one another and to the group as a whole Capacity to perform successfully as a coordinated unit and as part of the group The construed coherence of the group; sense of belonging to the group; unity Emotional intensity of the group and individuals when in the group (mod. FORSYTH 2010, p.123)

GROUP COHESION FACTORS THAT AFFECT COHESION DECREASE Disagreement on goals Large group size Unpleasant experiences Intragroup competition Domination by one or more members The number of ties to non-group members INCREASE Agreement on group goals Frequency of interaction Personal attractiveness Intergroup competition Favorable evaluation Strict membership policies (mod. SZILAGYI & WALLACE 1990, pp.282-283; mod. FORSYTH 2010)

GROUP COHESION COHESION-PERFORMANCE RELATIONSHIP (mod. FORSYTH 2010, p.138)

GROUP COHESION SIZE MATTERS fewer physical constraints fewer social distractions decreased production blocking SMALLER TEAM SIZE fewer coordination requirements fewer group-maintenance activities INCREASED TEAM PRODUCTIVITY less behavioral masking less social loafing less diffusion of responsibility (mod. WAGNER & HOLLENBECK 2010, p.183-184)

GROUP COHESION CULTURE: ALL or NOTHING EFFECTIVE highly homogeneous or heterogeneous teams STRUGGLING teams with moderate levels of heterogeneity 1. All come from different cultures: no culture dominates, the members construct a unique hybrid culture (+) 2. All come from the same culture except one the hybrid culture closely resembles the shared culture, and the lone member from a different culture adapts (+) 3. One subset of group members share a dominant culture and the others do not share this culture, a struggle will ensue, and the team often fails to arrive at a hybrid culture (-) (mod. EARLEY & MOSAKOWSKI 2000, pp.26-49)

GROUP NORMS the emergent, consensual standards that regulate group members behaviors. (mod. FORSYTH 2010, p.145)

GROUP NORMS TYPES OF GROUP NORMS PRESCRIPTIVE. Set the standards for expected group behavior. PROSCRIPTIVE. Identify behaviors that should not be performed. DESCRIPTIVE. Define what most people do, feel, think in the group. INJUNCTIVE. Differentiate between desirable and undesirable actions. (mod. FORSYTH 2010, p.173)

GROUP NORMS GROUP NORMS vs. GROUND RULES GROUND RULES regulate how the group will operate in: PROBLEM SOLVING DECISION MAKING CONFLICT RESOLUTION GROUP MEETINGS

GROUP ROLES coherent sets of behaviors expected of people in specific positions within a group or social setting (mod. FORSYTH 2010, p.149)

GROUP ROLES TYPES OF ROLES TASK ROLE. Any position in a group occupied by a member who performs behaviors that promote completion of tasks and activities, such as initiating structure, providing task-related feedback, and setting goals. RELATIONSHIP ROLE. Any position in a group occupied by a member who performs behaviors that improve the nature and quality of interpersonal relations among members, such as showing concern for the feelings of others, reducing conflict, and enhancing feelings of satisfaction and trust in the group. (mod. FORSYTH 2010, p.150)

GROUP ROLES GROUP SOCIALIZATION A pattern of change in the relationship between an individual and a group that begins when an individual first considers joining the group and ends when he or she leaves it.

GROUP ROLES Commitment GROUP SOCIALIZATION Prospective New Full Marginal Ex-member ACCEPTANCE ENTRY DIVERGENCE EXIT Investigation Socialization Maintenance Resocialization Remembrance ROLE NEGOTIATION (mod. MORELAND & LEVINE 1982)

HIGHLIGHTS: 4. COHESION CEMENTS THE GROUP AND AFFECTS PERFORMANCE 5. GROUP NORMS EMERGE WITH TIME; PAY ATTENTION TO THE PROCESS 6. ROLE SOCIALIZATION CAN CREATE STRESS FOR MEMBERS

DYSFUNCTIONS OF GROUPS CONFLICTS NORM VIOLATION ROLE AMBIGUITY RISKY SHIFT PHENOMENON SOCIAL LOAFING THE GROUPTHINK

DYSFUNCTIONS OF GROUPS SOCIAL LOAFING Is identified in groups or teams in which certain individuals withhold effort or contributions to the collective outcome.

DYSFUNCTIONS OF GROUPS THE GROUPTHINK Illusion of invulnerability > excessive optimism > risks A collective effort to rationalize > to discount warnings of failure Unquestioned belief in the group s inherent morality Stereotyped views of a weak or ignorant adversary Pressure on members going against group stereotypes Self-censorship of members who go along to get along A shared sense of unanimity Self-appointed members who protect the group from adverse information that might shatter their shared complacency about the effectiveness and morality of their decision. (JANIS 1972 in STRENTZ 2012, p.249-250)

DYSFUNCTIONS OF GROUPS REMEDIES FOR THE GROUPTHINK 1. Each member must respect the others competence 2. Rank must be ignored 3. The group s priority a critical appraisal to achieve a solid solution not group cohesion to achieve unanimity 4. A minority view should accompany the final decision 5. A good leader must be mature and secure enough to suspect not reward unanimity 6. Loyal group members rock the boat.

HIGHLIGHTS FROM THE DARK SIDE: 7. FREE RIDING HAPPENS OFTEN IN GROUPS, IF NOT PREVENTED 8. GROUPTHINK THE UGLY COUSIN OF COHESION IS DANGEROUS