OP - 9.3: Group Behaviour in Organisations Flashcards
What is the background behind Tuckman and Jensen’s 5 stages of group development?
- Tuckman reviewed 55 different articles studying small group development
- tried to find specific concepts common during group development
- concepts discovered formed basis of 4 stages, later adding ‘adjourning’ as final stage
What are the 5 stages in Tuckman and Jensen’s model? Elaborate.
- Forming:
* team establishes ground rules
* formalities are preserved (members treat eo as strangers) - Storming:
* members start communicating feelings, but view themselves as individuals, not apart of the team
* resist control by group leaders, show hostility - Norming:
* ppl feel apart of the team
* realise that they can achieve goals if accept other viewpoints - Performing:
* team works in open, trusting atmosphere
* hierarchy is of little importance - Adjourning
* team conducts assessment of the year,
* starts plan for transitioning roles and recognising members’ efforts
Evaluate Tuckman and Jensen’s model.
Strength:
1. dynamic model (changes upon increased theoretical knowledge)
* 5th stage was added due to review of 22 articles looking at T&J’s model
* ability to change model due to more recent info INCREASES VALIDITY
Weaknesses:
2. reductionist
* splitting group behaviour into distinct, linear stages may not be realistic
* stages may overlap and be revisited (lowers validity)
- lacks empirical evidence
* therefore reduces reliability of model (highly untested)
* Tuckman himself said more empirical research needed to be done
* model based on mainly theoretical articles, not studies
* however, 22 articles were reviewed by T&J, with vast majority supporting the model (high reliability)
Outline Belbin’s 9 team roles.
- Action-oriented
* shaper
* implementer
* complete finisher
(ASIC) - Thought-oriented
* plant
* monitor evaluator
* specialist
(TPMS) - People-oriented
* coordinator
* team-worker
* resource investigator
(PCTR)
Define ‘shaper’ in Belbin’s model
provides drive, so team doesn’t lose focus
Define ‘implementer’ in Belbin’s model
plans strategy, puts into action effectively
Define ‘complete-finisher’ in Belbin’s model
- most effectively used at END OF TASKS
- polish & scrutinises work for errors, high standards for quality control
Define ‘plant’ in Belbin’s model
highly creative, good at solving problems in unconventional ways
Define ‘monitor evaluator’ in Belbin’s model
logical eye, makes unbiased judgements
Define ‘specialist’ in Belbin’s model
brings in-depth knowledge of key area to team
Define ‘coordinator’ in Belbin’s model
delegates work appropriately
Define ‘team-worker’ in Belbin’s model
gels the team, uses their versatility for work required
Define ‘resource investigator’ in Belbin’s model
uses curious nature to bring to team (explores opportunities)
Describe Belbin Self Perception Inventory.
- Belbin constructed it to measure individual team roles
- questionnaire based on individual responses to forced-choice statements about behaviours
- observer statements also used, with 6 other people making statements about individual
- 6 responses correlated to measure validity of inventory
Evaluate Belbin’s 9 team roles
Strength: nomothetic approach
* used reliable and valid methods
* used observation & psychometric tests to make the model
* used Belbin Self Perception Inventory to measure independent team roles
* used quantitative methods = objective
* also uses observer statements to check validity of results
Weakness: cultural bias
* based on Western idea of team roles
Weakness: use of self-reports
* subject to social desirability bias, forced-choice answers may not reflect actions irl
Define ‘groupthink’
- desire for harmony/conformity in a group causes dysfunctional decision-making outcome
- group create situation where decisions are made that wouldn’t have been made by an individual
Why does groupthink happen? (Basic explanation)
Janis: when the desire for agreement becomes so powerful that it takes over from objective appraisal of the decision being made.
* group norms surpress critical thinking
* group pressures to conform discourage objections
* group sometimes has no outside info to help make decisions
Why does groupthink happen? (Social norms explanation)
- Conformity actually increases as cohesiveness increases due to the individuals’ desire not to cause any conflict
- members all think a proposal is a good one but have not examined it properly or looked at pros and cons.
- Some may have doubts but set them aside and agree with the group
Why does groupthink happen? (Stress explanation)
- strong psychological pressures a group faces when they work closely together,
- share the same values
- face a crisis situation that puts the whole group under stress, make groupthink more likely
What are the three main types of groupthink? What are they divided into?
- exaggeration of the power & rightness of the group
* illusion of invulnerability
* illusion of morality: members believe decisions are morally correct, ignoring ethical consequences - closed-mindedness
* collective rationalisation
* excessive stereotyping: group constructs negative stereotypes of rivals outside group - uniformity, unanimity and surpression of dissent
* pressure for conformity
* self-censorship: members withhold their dissenting views/counterarguments
* illusion of unanimity
* mindguards
Strategies to avoid groupthink?
- each member of the group should be assigned role of critical evaluator, with priority to air out any doubts they have (leader must take on constructive criticism)
- senior managers should tell group members they are all equally responsible for decisions made
- invite one or more experts to meetings so they can challenge ideas of group members
