Group Behavior, Teams, and Conflict PDF

Chapter 13 Group Behavior, Teams, and Conflict Industrial-Organizational Psychology (PSY 32012-2) Group Dynamics o Homogenous Group...

Chapter 13 Group Behavior, Teams, and Conflict Industrial-Organizational Psychology (PSY 32012-2) Group Dynamics o Homogenous Group – members are similar in some or most ways o Group – two or more people who perceive o Heterogenous Group – members are more themselves as a group and interacts with each different than alike other o The best working groups consist primarily of o Must involve some degree of structure and similar people but have dissimilar person permanency adding tension and a different vantage point o Collection of people to be called group, the following criteria must be met: (a) the members Stability of Membership of the group must see themselves as a unit; (b) the group must provide rewards to its o The greater stability, the greater cohesiveness members; (c) anything that happens to one o Groups in which members remain for long member of the group affects every other periods of time are more cohesive and perform members; and (d) the members of the group better than groups that have high turnover must share a common goal. (Gordon, 2001) Isolation o Groups must have multiple members o 2 (Dyad), 3 (Triad), 4 to 20 people (Small Group) o Groups that are isolated or located away from o Membership must be rewarding for everyone other groups tend to be highly cohesive o an event that affects one group member should Outside Pressure affect all group members (Corresponding Effects) o Groups that are pressured by outside forces o all members must have common goal also tend to become highly cohesive o Psychological Reactance – when we believe Reasons for Joining Group that someone is trying to intentionally influence I. Assignment us to take some particular action, we often II. Physical Proximity react by doing the opposite III. Affiliation – the need to be with other people Group Size IV. Identification V. Emotional Support o Smaller size of group, more cohesive VI. Assistance for help o Additive Tasks – those for which the group’s VII. Common Interest performance is equal to the sum of the VIII. Common Goals performances by each group member; each contribution is important Factors affecting Group Performance o Conjunctive Tasks – group performance Group Cohesiveness depends on the least effective group member o Disjunctive Tasks – group performance is o The extent to which group members like and based on the most talented group member trust one another, are committed to o Social Impact Theory – If the group is already accomplishing a team goal, and share a feeling stable and cohesive, adding another member of group pride might be disruptive o More cohesive the group is, the greater: performance, decision quality, member Group Status satisfaction, member interaction, employee o The higher group status, the greater courtesy cohesiveness o Cohesiveness also lose the sight of o It’s important to believe that a group has higher organization goals (e.g. putting their colleagues status first before their client) Group Ability and Confidence Group Homogeneity o Groups with high-ability members outperform o Extent to which its members are similar those with low-ability members  Chapter 13 Group Behavior, Teams, and Conflict Industrial-Organizational Psychology (PSY 32012-2) o Confidence is the key to success Individual Dominance Personality of the Group Members o If the leader or group member has an accurate solution to a problem the group is trying to o Groups whose members have task-related solve, the group will probably perform at a high experience and score high in the personality level dimensions of openness to experience and emotional stability will perform better than Groupthink groups with no such characteristics o Members become cohesive and like-minded Communication Structure that they make poor decisions despite contrary information that might reasonably lead them to o Good Communication is also the key other options Group Roles Individual versus Group Performance o Extent to which its members assume different o Nominal Group – when several people roles individually work on a problem but do not o Task-Oriented Roles – involves behaviors such interact as offering new ideas, coordinating activities, o Interacting Group – when individuals interact to and finding new information solve a problem o Social-Oriented Roles – involve encouraging o Brainstorming – group members are cohesiveness and participation encouraged to speak out their ideas o Individual Role – blocking group activities, o Group Polarization – group members will shift calling attention to oneself, and avoiding group their beliefs to a more extreme version of what interaction they already believe individually Presence of Others: Social Facilitation and Teams Inhibition What is a Work Team o Social Facilitation – involves positive effect of presence of others on individual’s behavior o A collection of three or more individuals who o Social Inhibition – involves the negative effects interact intensively to provide organizational of other’s presence product, plan, decision, or service (Clayton et. o Audience Effects - takes place when a group of Al., 1999) people passively watch an individual o Identification – extent to which group members o Audience size, proximity, and status affects the identify with the team rather than in other performance of the group groups o Coaction – the effect on behavior when two or o Interdependence – one member does greatly more people are performing the same task in influences what another member does the presence of one another o Power Differentiation – overstepping roles, o Mere presence of others naturally produces challenge opinions, interrupt each other, gives arousal orders and use sarcasm o Social Loafing – considers the effect on o Social Distance – an imaginary space that individual performance when people work separates two colleagues such as treating together on a task them formally and very politely rather than o Free-Rider Theory – when things are going being casual well, a group member realizes that his effort is o Team members respond to conflict by not necessary and this does not work hard as collaborating, try to understand the other’s he would if he were alone views, makes attempt to compromise, and use o Sucker Effect – social loafing occurs when a nonthreatening tones group member notices that other group o Members negotiate in a win-win style in which members are not working hard and does are the goal is for every person to come out ahead “playing him for a sucker”  Chapter 13 Group Behavior, Teams, and Conflict Industrial-Organizational Psychology (PSY 32012-2) Types of Teams 2. Excessive meeting requirements 3. Lack of Empowerment Work Teams 4. Lack of Skill o Consists of groups of employees who manage 5. Distrust of the Team Process themselves, assign jobs, plan, and schedule 6. Unclear Objectives work, make work-related decisions, and solve Group Conflict work-related problems o Crew – group of expert specialist that have o Conflict – psychological and behavioral specific role positions, perform brief events reaction to a perception that another person is that are closely synch with each other, and keeping you from reaching a goal repeat o Dysfunctional Conflict – keeps people from working together, lessens productivity, Parallel Teams spreads to other areas, and increases turnover o Cross-functional teams o Functional Conflict – moderate levels of conflict o Representatives from various departments can stimulate new ideas, increase friendly within an organization competition, and increase team effectiveness o Must have clear purpose, receive support from Types of Conflicts each are, and take steps to increase the trust levels of committee members A. Interpersonal Conflicts – occurs between two individuals Project Teams B. Individual-Group Conflicts – usually occurs o Formed to produce onetime outputs such as when the individual’s needs are different from creating products the group’s needs, goals, or norms o Temporary C. Group-Group Conflict – occurs between two or more groups Management Teams Causes of Conflict o Coordinate, manage, advise, and direct employees and teams 1. Competition for Resources o Provides general direction and assistance to 2. Task interdependence – group members work, parallel, and project teams depends on the performance of other group members How Teams Develop? 3. Jurisdictional Ambiguity – geographical boundaries or lines of authority are unclear o Teams typically go thru 4 developmental 4. Communication Barriers phases: 5. Beliefs 1. Forming – team members get to know each 6. Personalities other and decide roles 2. Storming – begins to disagree with each Conflict Styles other; frustration starts individually 3. Norming – easing the tension from the A. Avoiding Style – ignore conflict and hope it will previous stage resolve itself 4. Performing – begins to accomplish the goals ▪ Triangling – occurs when an employee o Punctuated Equilibrium – rather than forming discusses the conflict with a third party in stages, teams develop direction and strategy B. Accommodating Style – a person is so intent on in the first meeting, follow this direction for a settling a conflict that he gives in and risks period of time, and then drastically revise their hurting himself strategy about halfway through C. Forcing Style – handles conflict in a win-lose fashion and does what it takes to win, with little Why Teams Don’t Always Work regard for the other person D. Collaborating Style – wants to win but also 1. The team is not a team wants the other person win as well  Chapter 13 Group Behavior, Teams, and Conflict Industrial-Organizational Psychology (PSY 32012-2) E. Compromising Style – adopts give-and-take tactics that enable each side to get some of what it wants Resolving Conflicts o When conflict first occurs, two parties should be encouraged to resolve the conflict on their own o Dispute – when they can’t agree to resolve the conflict o Cooperative Problem Solving – all department reps come over to solve the problem o Third-Party Intervention a. Mediation – neutral third party is asked to help both parties reach agreeable solution to the conflict b. Arbitration – neutral third party listens to both sides and make decision end