Group and Team Dynamics Flashcards
What is a group
Two or more people who interact and exert mutual influence on each other and share the following characteristics:
- Collective sense of identity
- Distinctive roles
- Structured modes of communication
- Group norms
Three theories of group development
Linear perspective, followed commonly
Cyclical perspective (life-cycle)
Pendular perspective
Linear perspective, four stages and descriptions
Forming; familiarization, formation of interpersonal relationships, what is team structure, what is the group looking like
Storming; developed team structure and have leader, after have a feel for how we are going to work together; there is a period of resistance and rebellion. Flux that goes on, interpersonal conflict and sets the stage for norming.
Norming- what rises to the top or settles at the bottom. Development of solidarity and cooperation; group conflicts are resolved. Things become core to the group based on conflicts; how are we going to work best together. Got a feel for it
Performing; channeling, everyone has role, have group norms, can move forward with goal setting.
The cyclical (life cycle) Perspective
One of the first models of group development, nice for group therapy. Long standing teams or a closed-group, no people coming or going. 6-12/ 10-15 weeks.
Development is similar to life cycle- birth, growth, and death.
Emphasis is on the terminal phase of group’s existence.
As the group develops, it psychologically prepares for its own breakup.
Again, works well for therapy, seasonal teams. Birth of group, growth of group, function, and then termination of group.
Important to address terminal phase of group; as it makes goals and sets norms, preparing for the time that they won’t be together.
Pendular Perspective
Orientation, differentiation and conflict, resolution and cohesion, differentiation and conflict, termination
Shifts that occur in interpersonal relationships during the growth and development of groups. Talk about how there are shifts, there is an existing group and does not progress through linear phases, there is flux.
There is an orientation stage, people come and go. Join faculty and become part of group. They may have their own ideas about how things should be done- they may present them in ways that is useful for group or that comes in conflict with outstanding group norms. Resolution phase, in-group mentality, differentiation and conflict that can lead to termination of certain members of group, or entire group
ON TEST…
linear perspective, conceptualize. Does not take into account how group change over time, teams or how they come together and disperse after a particular amount of time.
Look at structure of group
be familiar with all
Group Structure and roles
Roles; formal and informal
Both clarity and role acceptance are critical for team success.
Role conflict exists when role occupant does not have sufficient ability, motivation, time, or understanding to achieve goal.
Group Roles
involve behaviors required or expected of a person occupying a certain position
Formal roles
are dictated by the nature and structure of the organization
Informal roles
evolve from the group’s dynamics or interactions among group members
Group Norms
Shared group expectation about appropriate behavior. Norms define acceptable behavior as a memner of the group. Norms are unwritten rules of behavior.
Level of performance, pattern of behavior.
Leaders need to establish positive group norms or standards.
Properties of norms
“oughtness” or “shouldness”
Prescriptions for behavior, usually more obvious for behaviors as seen as imprtasnt by the group. Enforced by the group. Degree of acceptance and permitted deviation.
Groups vary in how much they will tolerate.
How are group norms learned, a 3 step process
- Norm is defined and communicated to the new person, may be implicit or explicit.
- Group must be able to monitor the behavior and judge whether the norm is being followed.
- Group must be able to reward conformity and punish nonconformity
a. punishments; teasing, shunning, rejection
b. rewards, treated like “one of us” group members look out for one another, praise, inclusion
Modifying team norms
The source of the communication is critical in modifying norms- more credible, better liked, similar, attractive, high-status, and powerful individuals are more effective persuaders.
Speaking in a rapid (versus slow, deliberate) manner increases persuasiveness.
Modifying norms is more effective when both sides of the argument are presented and there are multiple explicitly conclusions.
Creating an effective team climate
Social support: mutual respect and support enhance team climate.
Social support provides appraisal information, reassurance, and cooperation. It reduces uncertainty in times of stress, aids in mental and physicals recover, and improves communication.
