Group Dynamics and Teamwork

Group and Teamwork

• Week 5 covers Group and Teamwork

Agenda

• The differences between groups and teams will be covered
• Examines types of work teams
• Identifies stages of group development will be covered
• Looks at the elements of effective teams
• Review and reminders

Groups vs Teams

• Groups are two or more people with a common relationship
• Formal groups are defined by organizational structures, such as an R&D department
• Informal groups are social groups, such as friends who handout for lunch
• Teams are groups where individual efforts result in performance greater than the sum of individual inputs

Groups versus Teams

• Shared leadership is a trait of teams
• A single leader is clearly in charge of groups
• Teams are accountable to both themselves and the team
• Groups are only accountable to themselves
• Teams have a specific purpose
• The purpose of a group matches the broader organizational purpose
• Teams do their work collectively
• Group work is done individually
• Teams have open-ended discussions and collaborative problem-solving meetings
• Group meetings are efficient, but lack collaboration or open-ended discussion
• Team performance is measured directly by evaluating collective work output
• Group performance is measured indirectly based on its influence on others
• Teams decide upon and complete work together
• Group leaders delegate tasks to individual members
• Teams can quickly assemble, deploy, refocus, and disband

Types of Work Teams

• Problem-solving teams work to improve work activities or solve specific problems
• Improving quality, efficiency, and the work environment are the focus of problem-solving team efforts
• Self-managed work teams operate without a manager and handle a complete work process or segment
• Cross-functional teams comprises people from different levels of hierarchy and work areas to accomplish a task
• Virtual teams use technology to connect physically dispersed members to achieve a common goal
• Corning does not have shift supervisors, but works closely with other manufacturing divisions for problem solving
• Automattic employs 450 people across 45 countries, supporting 25% of websites on the internet
• A suburban hospital ICU team—doctors, pharmacists, social workers, nutritionists, respiratory therapists, and chaplains—meets daily to discuss treatment options

Stages of Group Development

• People join the group and define its purpose, structure, and leadership in the forming stage
• Intragroup conflict characterizes the storming stage
• The norming stage is characterized by close relationships and cohesiveness
• Stage where the group is fully functional and works on tasks is performing
• Group members are concerned with wrapping up activities, representing adjourning

Punctuated Equilibrium Model

• The first meeting kicks off phase 1
• Transition initiates major changes
• Last meeting is characterized by markedly accelerated activity

Discussion: Effective teams

• An effective team needs adequate resources, leadership, and a climate of trust
• Performance evaluation and systems of context can affect an effective team
• A team needs to have individuals with abilities, personality, and allocated roles
• Diversity, cultural differences, team size, and member preferences influence team composition
• Common purpose, specific goals, team efficacy, and team identity all contribute to an effective team process
• Team cohesion, mental models, conflict levels, and social loafing can affect the team process

CONTEXT

• External conditions imposed on the group include:
• An organizations strategy
• Authority relationships
• Formal rules and regulations
• Availability of resources
• Employee selection criteria
• Performance management system and culture
• General physical layout of the group’s workspace

COMPOSITION

• A group's performance potential depends on the resources each individual brings
• Resources include knowledge, skills, abilities, and personality traits
• Interpersonal skills are important for conflict management and resolution, collaborative problem-solving, and communication.

Group Internal Structures

• Internal structures shape members' behaviour and influence group performance
• A structure defines the roles, norms, conformity, status systems, group size, and group cohesiveness

Group Structures - Role

• Role refers to the behavioral patterns expected of someone occupying a position in a social unit
• Examples of roles are Captain, First Officer, and Second Officer
• Role conflict arises when complying with one role requirement makes it difficult to comply with another
• In role ambiguity people are unclear about their role
• Role overload or underload can occur

Group Structures - Norms

• Norms are acceptable standards or expectations of behavior shared by the group's members
• Conformity is a danger when establishing group structure

Group Structures - Conformity and Groupthink

• Conformity: Individuals want to be accepted, so they're susceptible to pressures to conform
• Members might align their behaviors with group norms
• Groupthink: a phenomenon where a group exerts intense pressure on an individual to align their opinion with others

Group Structures - Size and Social Loafing

• Group size affects performance and satisfaction, but the effect depends on the goal.
• Social loafing, is the tendency for an individual to expend less effort when working collectively than alone

TEAM PROCESSES

• Group performance and satisfaction rely on common/specific goals, team cohesion, and conflict management

Team Cohesion

• Group cohesiveness: The degree to which group members are attracted to one another and share the group's goals.

Conflict

• Conflict: Perceived incompatible differences that result in interference or opposition
• Functional conflicts: Support a group's goals and improve its performance.
• Dysfunctional conflicts: Prevent a group from achieving its goals
• Task conflict: Conflicts over content and goals of work.
• Relationship conflict: Conflicts based on interpersonal relationships.
• Process conflict: Conflict over how work gets done.

Review Questions

• Types of teams
• How group norms influence individual behavior
• Identify characteristics contributing to the effectiveness of a team