Groupwork Flashcards
WHAT IS A TEAM?
- Shared goals
- Mutual commitment, reliance and interdependency
- Complex, adaptable and multifaceted communication strategies
- Established and shared norms
- Understanding of roles * Clear action plans * Adaptability and contingency plans
GROUP DYNAMICS
Group dynamics describe the PROCESSES of group work:
* Agreeing to a set of norms (ideal and expected behaviour)
* Communication strategies
* Defining and fulfilling roles in a group
* The creation and recognition of shared and common goals
* How teams develop
* Managing conflict
NORMS
Norms are the agreements and understandings established to regulate the behaviour of group members:
* The expectations of all the members of the group
* Allow prediction of behaviour of each group member
* To be effective, norms can’t be imposed – must be accepted by all
* Need to be enforced
* Reward conforming behaviour/punish nonconforming behaviour
WHAT ARE IDEAL GROUP NORMS?
- Treat each other with dignity and respect.
- Listen first to understand, and don’t be dismissive of the input received when you listen.
- Problems are presented in a way that promotes mutual discussion and resolution.
- You must own the whole implementation of the task, not just your little piece; recognize that you are
part of something larger than yourself. Be responsible to own the whole picture. - If you commit to doing something—do it. Be accountable and responsible for the team and to the
team. - Promise to come prepared for your meetings and projects so that you demonstrate value and respect
for the time and convenience of others.
COMMUNICATING IN GROUPS
- The size of the group
- The nature of the discussion (it is controversial?)
- The context of the discussion (what are you talking about?)
- The personalities of the group members (dominant, passive, co-operative…)
- The emotions (angry, enthusiastic, tired, intimidated, bored….)
- Language (first or other language, colloquialisms, jargon…)
- Turn taking (is everyone talking at once, or interrupting….)
- Physical environment (busy, noisy, uncomfortable, distractions, at the pub…)
TEAM DEVELOPMENT AND
DYNAMICS
- Every team is different
- Different purpose
- Different people
- Different context
- We cannot make absolute generalisations about teams, but there are a few ways we can
examine team development and dynamics: - Roles in teams (Myers-Briggs Personality Type Indicator)
- Team Development model (Tuckman)
- Managing conflict
ROLES IN A TEAM
In a traditional team, members take on specific roles based on:
* Task and required outcomes
* Position within the organisation/group
* Skills/expertise/experience
* Self assignment
* Assignment by others
MBTI
- The theory is based on four basic aspects of human personality
- How we interact with the world
- How we take in information
- How we make decisions
- How we prefer to live: structured or spontaneous
- Our ‘type’ is not fixed, and can be affected by many factors
- All ‘types’ are equally valuable
- The MBPTI is often used, but not well regarded.
HOW DO YOU INTERACT WITH THE WORLD?
(E OR I)
EXTROVERT (E)
* Enthusiastic communication
* Meet people easily
* Recharged by parties
* Easily distracted
* Prefer to be center of attention
INTROVERT (I)
* Regulated communication
* Meet people cautiously
* Recharged by being alone
* Easily focused
* Prefer less attention
HOW DO YOU TAKE IN INFORMATION?
(S OR N)
SENSING (S)
* Learn through step-by-step methods
* Tend to be specific, literal
* Learn by imitation, observation
* Rely on facts
* Prefers predictable relationships
INTUITUVE (N)
* Value imagination, inspiration, and
innovation
* More general; use metaphors, analogies
* Learn through concepts
* Rely on hunches
* Enjoys change in relationships
HOW DO YOU MAKE DECISIONS?
(T OR F)
THINKING (T)
* Desires truth
* Make decisions using your head
* Feelings are valid if logical
* Question others – they might be wrong
* Tolerate queries as to my emotional state
FEELING (F)
* Desires harmony
* Make decisions using heart
* All feelings are valid
* Agree with others – they’re worth hearing
* Appreciate queries as to my emotional
state
HOW DO YOU PREFER TO LIVE (AS IN LIFESTYLE)?
(J OR P)
JUDGING (J)
* Enjoy finishing things
* Prefer making decisions
* Dislike surprises
* See time as finite; deadlines important
* Desires organization
PERCEIVING (P)
* Enjoy starting things
* Prefer options open
* Enjoy surprises
* See time as renewable, deadlines elastic
* Desires spontaneity
TEAM DEVELOPMENT MODEL (TUCKMAN)
Tuckman, B. W. (1964). Personality structure, group composition, and group functioning. Sociometry, 469-487.
NAME THE 4 STAGES OF TEAM DEVELOPMENT
- FORMING
- STORMING
- NORMING
- PERFORMING
Describe the 4 stages of team development
- FORMING: Team members:»_space; meet»_space; learn about the task»_space; learn what their roles are
- STORMING: Team members:»_space; learn to work together»_space; learn members abilities»_space; leader focuses team
- NORMING: Team members:»_space; work and act together»_space; roles evolve to help team success»_space; more likely to express opinions
- PERFORMING: Team members:»_space; work hard towards goal»_space; flexible and help each other»_space; leader’s role blurred; everyone focused
WHAT IS CONFLICT?
Conflict is an expressed struggle between at least two interdependent parties
who perceive incompatible goals, means, values and/or beliefs.
What are 3 elements of conflit?
Natural
* It is not possible to avoid conflict
Valuable
* Through conflict we learn
* Conflict may introduce new perspectives
* Conflict can strengthen relationships
Manageable
* If parties are willing and able to address the conflict
DEFINE CONFLICT MANAGEMENT
The use of strategies and tactics to move all parties toward
resolutions, or at least containment of dispute, in a manner that avoids escalation and the destruction of relationships.
FIVE CONFLICT HANDLING STYLES
- Competing or dominating
- Collaborating or Integrating
- Avoiding or inaction
- Accommodating or obliging
- Compromising
Competing or Dominating
- Persist until you get what you want
- Use your power to influence the outcome of a
negotiation - Try to outsmart and out-talk the other party
- Exploit the other party’s weaknesses in a negotiation
- Withhold information that might give the other party
an advantage
Collaborating or Integrating
- Bring issues in to the open
- Issues are important to both parties
- Looking for creative solutions
- Seek to build trust and satisfy both parties
- Exchange information and ideas freely
Accommodating or Obliging
- Focus on other party’s concerns more than your own
- Willing to give up something for sake of other party
- Trying to keep the other party happy
Avoiding or Inaction
- Avoid situations that create tension
- Avoid controversy
- Avoid open discussions of issues or concerns
- Postpone difficult negotiations
