Group Dynamics, Analysis and Conflict Resolution Flashcards
number of people gathered together intentionally or unintentionally to achieve some goal
group
kinds of groups, according to how groups are formed
artificial aggregations unorganized aggregates units with patterned relationships structured social units deliberately designed social units less deliberately designed
each group, whether informal or formal, has
identity and boundary legal mandates roles and structures norms and culture goals and tasks
forces that influence nature of groups, interrelationships, events and outcome
group dynamics
internal boundaries
attributes of members
external boundaries
political economics social technology natural environment
central feature of a group
interaction
how a group moves towards the goal
performance
3 phases of group development (william schutz)
inclusion
control
engagement
phases of group development
make the person feel part of the group
inclusion
phases of group development
control how people behave in the group
control
phases of group development
people are expected to follow and commit to the group
engagement
5 stages of team development (bruce tuckman)
forming storming norming performing adjourning
stages of team development
low involvement, dependent on leader
authoritarian leadership style
forming
stages of team development
confusion in roles
leader exercises tight control
reactive leadership style
storming
stages of team development
focus on harmony and conformity
casual leadership style
norming
stages of team development
high involvement
equally task-oriented and people-oriented
participative, shared leadership
performing
stages of team development
closure
completion and disengagement
deforming and mourning
adjourning
successful teams
build relationship
communicate
follow a process
filipino work team effectiveness
work system
team member competence
leadership
quality of relationships
Process of changing behavior
Kurt Lewin’s model
a new member adjusts to the rules of a group to achieve conformity
socialization
agreeing to do something because everyone says so
groupthink
groupthink symptoms
an illusion of vulnerability self-censorship illusion of morality shared negative stereotypes mind guards conformity pressure illusion of unanimity rationalization information is filtered for the group
capacity for individual growth and individuation
well-being
level of synergy toward increasing challenge
performance
self-responsibility > trust > communication > conflict resolution > synergy
used in training, consulting, beyond looking at groups
process observation analysis
areas for observation and analysis
content process inter-group interaction behavior interaction role performance
beliefs conceding the responsibilities and requirements of a particular role
role expectations
sense of uncertainty over the requirements of a particular role
role ambiguity
results when the expectations association with one role interfere with the expectations concerning another role
role conflict
process by which group members learn to perform various roles
role differentiation
classification of roles
task role
group building and maintenance role
individual role
basic group processes
cooperation cohesiveness efficacy conformity competition conflict
basic group processes
reciprocity rule
task interdependence
cooperation
individuals in groups exert less effort than when working alone
social loafing (free riding, sucker effect, felt dispensability)
Ways to avoid social loafing
increase evaluation apprehension
enhance attraction to the task
ensure attraction to the team
basic group processes
degree of attraction/closeness among group members
social glue
cohesiveness
basic group processes
shared belief in their ability to engage in actions that will produce desired outcome
efficacy
basic group processes
process of adherence to group norms
conformity
basic group processes
group members are pitted against one another to achieve individual goal
competition
basic group processes
behavior by a person or group intended to inhibit the attainment of goals by another person or group
conflict
natural disagreement resulting from individuals or groups that differ in attitudes, beliefs, values or needs
can be external or internal
conflict
kinds of conflict
intrapersonal inter-personal within group inter-group large system or social conflicts
causes of conflicts, difference in
needs perceptions power values, beliefs or principles feelings and emotions
manifestations of conflict
behavioral relational societal situational systematic
to avoid/resolve conflict
objective awareness
subjective awareness
conflict handling styles
avoiding accommodating competing compromising collaborating
low cooperation
low assertiveness
valuable to withdraw, take a break, rethink the issues
avoiding
high cooperation
low assertiveness
need of others are more important, repair damaged relationship, outcome is not inconsistent with long term goals
accommodating
low cooperation
high assertiveness
during emergencies, when stakes are high you know you’re right
does not encourage group think
competing
high cooperation
high assertiveness
fairly quick solutions are needed, splitting the difference makes most sense
collaborating
conflict handling styles
middle
consensual decisions are needed, issues are too important to compromise
compromising
