Theories In Group Dynamics Flashcards
1
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A field of inquiry dedicated to the advancing knowledge about the nature of groups, the laws of their development and their interrelations with individuals, other groups and larger institutions.
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Group Dynamics
2
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Group dynamics have common perceptions which the group members form from _.
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Interactive psychological relationship
3
Q
Group dynamics within social groups.
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Intragroup dynamics
4
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Group dynamics between social groups.
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Intergroup dynamics
5
Q
A social psychologist who coined the term “Group Dynamics” to describe the way group and individuals act and react to changing circumstances.
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Kurt Lewin
6
Q
A social unit of 2 or more individuals who have in common a set of beliefs and values, follow the same norm and work for an established common aim.
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Group
7
Q
The flow of coherent activities which as envisaged, may lead the group towards the establishment of set goals.
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Dynamics
8
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The history of group dynamics has a consistent underlying premise which is _.
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“The whole is greater than the sum of its parts”
9
Q
Group formation starts with a psychological bond between individuals or what we called_.
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Interpersonal attraction
10
Q
Individuals perceive that they share some social category.
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Social Identity Approach
11
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Arise from a relatively spontaneous process of group formation.
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Emergent Groups
12
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Suggests that individuals have a desire to be similar to others but also a desire to differentiate themselves, ultimately seeking some balance of these 2 desires to obtain optimal distinctiveness.
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Optimal distinctiveness theory
13
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Based on how individuals in the group see their other members.
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Black Sheep Effect
14
Q
Individuals work harder and faster when the others are present.
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Group influence on individual behavior
15
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Is the internal framework that defines members’ relations to one another overtime.
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Group Structure
16
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He believes that for a group of people to be called a group, they must see themselves as a unit, reward each member, affect one another and share a common goal.
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Gordon
17
Q
The person whose role in the group is to provide useful and valid information. He or she intends on helping with task accomplishment and values sharing technical expertise with team members.
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Knowledge Contributor
18
Q
The person occupying this role forces members to look at how the group functions. Might also point to excellent team progress.
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Process Observer
19
Q
The person whose role is to provide emotional support to teammates and resolve conflicts. He or she serves as a model of active listening while others make presentations.
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People Supporter
20
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The person whose role is to confront and challenges bad ideas. This will prevent complacency and non critical thinking. He will criticize any decision or preliminary thinking that is deficient in any way.
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Challenger
21
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The person in the group who listens to whatever ideas and proposals presented by any member of the group.
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Listener
22
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This role is important to assume to avoid disputes between the group members.
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Mediator
23
Q
The role who provides the opportunity for every member to express his or her opinion.
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Gatekeeper
24
Q
This role should be assumed by a team member so that the group can then move forward by defining its mission and determining its objectives.
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Take-charge Leader
25
The most common reason for joining groups.
Assignment
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People tend to form groups with people who either live or work nearby.
Physical Proximity
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One reason people join groups is to be near and talk to other people.
Affiliation
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Desire for _ with some group or cause is another reason we join a group.
Identification
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Alcoholic Anonymous is one example of this reason to join group.
Emotional Support
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Students having problems with a particular subject might form a study group.
Assistance or Help
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The extent to which the members of group are similar.
Group homogeneity
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Group that contains members who are mere different than alike.
Heterogenous
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The extent to which group members like and trust one another, are committed to accomplishing a team goal and share a feeling of group pride.
Group Cohesiveness
34
What happens when employees become too cohesive?
They often lose sight of organizational goals.
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The greater the stability of the group, the greater the _.
Cohesiveness
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Groups that are isolated or located away from other groups tend to be _.
Highly cohesive
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Groups that are pressured by _ tend to become highly cohesive.
Outside forces
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Outside pressure can be explained by the phenomenon of _. (Brehm, 1966)
Psychological reactance
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Groups are more cohesive and perform best when the group size is _. Studies have shown that _ groups have lower productivity.
Small
Large
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The higher the group's status, the _ it's cohesiveness.
Greater
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Meta analysis indicates that in general, groups whose members have task-related experience and score high in the personality dimensions of _ and _ will perform better than groups whose members do not have these characteristics.
Openness to Experience
Emotional stability
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The extent to which group members assume different roles.
Group Roles
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Roles that involve behavior such as offering new ideas, coordinating activities and finding new information. They are also the people high in conscientiousness.
Task-oriented roles
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Roles involving encouraging cohesiveness and participation. Also score high in agreeableness.
Social oriented roles
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What are the 3 categories of Group roles?
Task oriented
Social oriented
Individual role
46
He noticed that cyclists rode faster when competing against other cyclists when competing against clocks.
Norman Triplett
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It involves the positive effects of the presence of others on an individual's behavior.
Social Facilitation
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It involves the negative effects of others' presence.
Social Inhibition
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It takes place when a group of people passively watch an individual. The presence of an audience increases performance in extraverts but not introverts.
Audience Effects
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Groups are most likely to be affected by large audiences of experts who are _.
Physically close to them
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The effect on behavior when 2 or more people are performing the same task in the presence of one another.
Co-action
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The mere presence of others naturally produces _, which helps an individual perform.
Arousal
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Arousal in social facilitation helps an individual perform _ tasks but hinders him in performing _ tasks.
Well-learned tasks .
Poorly learned and unpracticed tasks
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A co-acting audience provides a means of _.
Comparison
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Hypothesized that judgment by others causes the different effects of social facilitation. That is individuals are aware that the presence of others can be rewarding or punishing.
Evaluation Apprehension
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Considers the effect on individuals performance when people work together on a task. It occurs especially in poor performers.
Social Loafing
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Postulates that when things are going well, a group member realizes that their individual efforts will not be noticed and thus does not work as hard as he would if he were alone.
Free-rider theory
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Hypothesizes that social loafing occurs when a group member notices that other group members are not working hard and thus are "playing him for a sucker". To avoid this situation, the individual lowers his work performance to match those of other members.
Sucker Effect
59
What characteristic of an effective work group includes strong task significance and task identity? Group members perceive their work as having high intrinsic motivation.
Job Design
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What characteristic of an effective work group includes clearly defined goals?
Interdependence
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What characteristic of an effective work group that refers to a team's belief that it can successfully perform a specific task?
Team Efficacy
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What is the right mix and size of an effective work group?
Large enough to accomplish the work but not too large
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What happens when groups become too large?
Confusion and poor coordination may result
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What characteristic of an effective work group includes building relationships both inside and outside the team?
Emotional Intelligence
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What are the key support factors that an effective work group should have?
Information giving
Coaching
Right technology
Receiving recognition and other rewards
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The characteristic of an effective work group that takes place when members work closely with each other, in a unified, cooperative manner.
Group Cohesiveness
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What characteristic of an effective work group refers to the specific knowledge group members have of their jobs, coworkers and the environment?
Familiarity with Jobs, Coworkers and Environment
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What are the 4 potential problems within groups?
Changing membership
Social loafing
Group polarization
Group think
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Groups tend to make decisions that are most extreme compared to original thoughts.
Group Polarization
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He coined the term "Group think" after studying the disastrous Bat of Pigs invasion in 1961.
Janis (1972)
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Members become so cohesive and like minded that they make poor decisions despite contrary info that might reasonably lead them to other options.
Group Think
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Group think most occur when the group is cohesive, insulated from _ and has an illusion of vulnerability, infallibility or both and believes that it's morally _ to its adversaries.
Qualified outsiders
Superior
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Group think most occur when the group is under great pressure to conform, has a leader who promotes a _, and has _ who keep information from other group members.
Favorable solution
Gatekeepers
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In order to reduce group think, the leader should promote _ and encourage group members to _.
Open discussion
Speak
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In order to reduce group think, a group or committee can be separated into subgroups to increase the chance of _.
Disagreement
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In order to reduce group think, one group member can be assigned the job of _- the one who questions and disagrees with the group.
Devil's advocate
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A collection of two or more individuals who interact intensively to provide an organizational product, plan, decision or service.
Work team
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In which situations does the team work best?
Job requires high levels of employee interaction
Team approach will simplify the job
A team can do something an individual cannot.
There is a time to create a team and properly train a team members.
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The extent to which groups members identify with the team rather than with other groups.
Identification
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_ in a team, members need and desire the assistance, expertise and opinions of other members.
Interdependence
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_ in a team, members try to decrease it by treating others as equals and taking steps to ensure quality.
Power Differentiation
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_ in a team, members try to decrease it by being casual, using nicknames and increasing liking, empathy, and common views.
Social Distance
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Team members respond to conflict by _, whereas non-team members respond by forcing and accommodating.
Collaborating
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In teams, members negotiate in _ style in which the goal is for every person to come out ahead.
Win-win style
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What are the type of teams?
Work Teams
Parallel Teams
Project Teams
Management Teams
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Teams consist of group employees who manage themselves, assign jobs, plan and schedule work, make work-related decisions and solve work-related problems.
Work Teams
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Also called cross functional teams, consist of representatives from various departments (functions) within the organization.
Parallel Teams
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Teams formed to produce one time outputs such as creating a new product, installing a new software, or hiring a new employee.
Project Teams
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Teams that coordinate, manage, advise and direct employees and teams.
Management Teams
90
What are the stages of Group Development by Tuckman?
1. Forming stage
2. Storming stage
3. Norming stage
4. Performing stage
5. Adjourning
91
In this stage, team members get to know each other and decide what role each member will play.
Forming stage
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In this stage, the good behavior disappears. The stage when conflict within the group happens. Members may get involved in competition for desired assignments and disagreements over appropriate behaviors and responsibilities related to task performance.
Storming stage
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In this stage, the team works toward easing the tension from the storming stage.
Norming stage
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At this stage, the team begins to accomplish its goals. The group emerges as mature, organized, and well functioning and it is ready to focus on accomplishing its key tasks.
Performing stage
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The stage that involves the termination of activities. This stage is applicable to temporary groups.
Adjourning
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Why don't teams always work?
Not a team
Excessive requirements
Lack of empowerment
Lack of skill
Distrust of team process
Unclear objectives
97
The psychological and behavioral reaction to a perception that another person is keeping you from reaching a goal, taking away your right to behave in a particular way or violating the expectancies of a relationship.
Conflict
98
What are the 3 types of conflict?
Interpersonal
Individual-Group
Group-group
99
What are the 4 causes of conflict?
Competition for resources
Task interdependence
Jurisdictional Ambiguity
Communication Barriers
100
This cause of conflict is found when geographical boundaries or lines of authority are unclear.
Jurisdictional Ambiguity
101
Conflict is most likely to occur when individuals or groups believe they:
Are superior to other people or groups
Have mistreated others
Are vulnerable to others and ate in harm's way
Cannot trust others
Are helpless or powerless
102
Bernstein and Rozen (1992) describe in great detail 3 types of "Neanderthals at work" which are _.
Rebels
Believers
Competitors
103
They developed classification of difficult people as basis for the difficult personality in 2006.
Brinkman and Kirschner
104
What are the 4 classification of difficult people?
High needs for control
High needs for perfection
High needs for approval
Approval or Attention form
105
These difficult people are obsessed with completing a task and take pride in getting a job done quickly.
High needs for control
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They get things done quickly by giving orders, being pushy, yelling and at times being too aggressive.
Tank
107
They control people by sarcasm, embarrassment and humiliation.
Sniper
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They control others by dominating conversations, not listening to others ideas and rejecting arguments counter to her position.
Know-it-all
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They are obsessed with completing a task correctly.
High needs for perfection
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What are the 3 types of people who have high needs for perfection?
Whiner
No person
Nothing person
111
What are the 2 types of people who have high needs for approval?
Yes person
Maybe person
112
What are the 3 types of people who need approval or Attention form?
Grenade
Friendly sniper
Think they know it all
113
What are the 5 conflict styles?
Avoiding
Accommodating
Forcing
Collaborating
Compromising
114
Individuals with this style choose to ignore the conflict and hope it will resolve itself.
Avoiding Styles
115
When a person is so intent on settling a conflict that he gives in and risks hurting himself.
Accommodating style
116
Individuals with this style handle conflict in a win-lose fashion and do what it takes to win with little regard for the other person.
Forcing style
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Individuals with this style wants to win but also wants to see the other person win.
Collaborating style
118
Individuals with this style adopt give-and-take tactics that enable each side to get some of what it wants but not everything it wants.
Compromising style
119
What are the inventories that can measure a person's method of dealing with conflict at work?
Rahim Organizational Conflict Inventory
Cohen Conflict Response Inventory
120
Groups that are actually somewhere between completely homogenous and completely heterogeneous. It is the composition of the best performing groups.
Slightly heterogeneous groups
121
Groups in which members remain for long periods of time are more _ and perform _ than groups that have high turnover.
Cohesive
Better
122
A large organization probably works best when it is divided into smaller groups and committees and when the work group contains approximately how many people?
5
123
High performance is seen with only 3 types of tasks which are?
Additive tasks
Conjunctive tasks
Disjunctive tasks
124
In this task, the group's performance is equal to the sum of the performances by each group member.
Additive Tasks
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In additive tasks, what size of group is probably better to perform?
Large.
126
In conjunxtive tasks, what size of group is probably better to perform?
Small
127
In disjunctive tasks, what size of group is probably better to perform?
Large
128
The task where the group's performance depends on the least effective group member.
Conjunctive tasks
129
In this task, the group's performance is based on the most talented group member.
Disjunctive tasks
130
When computers are used, what size of group appears to perform best and have the most satisfied members?
Large
131
Groups working on physical tasks will do better if group members score high in personality dimensions of what?
Conscientious
Extraversion
Agreeableness
132
What are the 4 communication networks for small groups?
Chains
Centralized
Circles
Open
133
A role that includes blocking group activities, calling attention to oneself and avoiding group interaction. It seldom results in higher group productivity.
Individual Role
134
People high in conscientiousness tend to fill _ roles.
People high in agreeableness tend to fill _ roles.
Task-oriented roles
Social-oriented roles
135
If the leader of the group member has an accurate solution to a problem the group is trying to solve, the group will probably perform at a high level.
Individual Dominance
136
In this kind of group, several people individually work on a problem but do not interact.
Nominal Group
137
In this kind of group, several individuals interact to solve the problem. They usually outperform one individual but do not outperform nominal groups.
Interacting group
138
A technique where group members are encouraged to say aloud any and all ideas that come to mind and are not allowed to comment on the ideas until all have been given.
Brainstorming
139
The ideas to this kind of group are more creative and of higher quality than the ideas of the opposite group.
Nominal Groups
140
Electronic brainstorming groups and _ groups appear to perform at equal levels when the group is small, but _ groups are superior when the group is large.
Nominal Groups
Electronic groups
141
This group tends to be most effective with complex problems, while _ groups are most effective with a single brainstorming problem.
Interacting groups
Nominal Groups
142
What are the 5 categories of teams by Donnellon?
Collaborative teams
Emergent teams
Nominal teams
Doomed teams
Adversarial teams
143
These teams are referred to as true teams.
Collaborative teams
Emergent teams
144
What are the 2 teams referred to as nonteams?
Nominal Teams
Doomed Teams
145
This team is somewhere in between a true dream and a non team.
Adversarial team
146
Teams differ in two other ways which are?
Permanency
Proximity
147
Members carry out their functions through email, teleconferencing and computer based videoconferencing.
Virtual teams
148
In the early part of this stage of team development, the team members are on their best behavior.
Forming stage
149
An alternate theory that suggests that teams develop direction and strategy in the first meeting, follow this direction for a period of time and then drastically revise their stragegy about half way through the life of the team.
Punctuated Equilibrium
150
This conflict keeps people from working together, lessens productivity, spreads to other areas and increases turnover. This occurs when one or both patties feel a loss of control due to the action of the other party and has its greatest effect on team performance with the task being performed is complex.
Dysfunctional Conflict
151
Moderate levels of conflict can stimulate new ideas, increase friendly competition and increase team effectiveness. It can also reduce the risk of much longer conflicts.
Functional Conflict
152
People who are dogmatic and are authoritarian and have _ are involved in conflict more often than open minded people who feel good about themselves.
Low self-esteem
153
This difficult people constantly complains about the situations but never tried to change it.
Whiner
154
This difficult person believes that nothing will ever work and thus disagrees with every suggestion or idea.
No person
155
This difficult person responds to difficult situations by doing and saying something, she simply fives up or retreats.
Nothing Person
156
People with high needs for approval are obsessed with being _.
Liked
157
This person agrees to everything and as a result often agrees to do so much that she cannot keep her commitments. He seldom provides feedback to others because he is afraid of getting someone mas at her.
The Yes Person
158
This person avoids conflicts by never taking a stand on any issue. Delay making decisions, offers opinions and seldom commits to any course of action.
The Maybe Person
159
People with high needs for _ are obsessed with being appreciated. They behave in a manner that will get them noticed.
Attention
160
This person throws a tantrum, she yells, sweats, ranks and raves.
Grenade
161
This person gets attention by poking fun at others. They aim to get attention rather than control.
Friendly sniper
162
These people exaggerate, lies and gives unwanted advice to gain attention.
Think-They-Know-It-All
163
Occurs when an employee discusses the conflict with a third party, such as a friend or supervisor. The employee hopes that the third party will talk to the second party and that the conflict will be resolved without the need for the 2 parties to meet.
Triangling
164
A compromising style that falls within the settlement range for both sides.
Acceptable compromise
165
According to Acuff, a settlement range for conflict is between __ and __ for each side-- usually the negotiator's initial offer.
the least acceptable result (LAR) and the maximum supportable position (MSP)
166
The best alternative that negotiators have if they can't reach an agreement.
BATNA (Best alternative to a negotiated agreement)
167
If the 2 parties do not agree and the parties should seek third-party intervention.
Dispute
168
The people affected by the conflict will work to define the problem, identify possible solutions and arrive at the best one.
Cooperative Problem Solving
169
A neutral third party is asked to help both parties reach a mutually agreeable solution to the conflict, mediators facilitate the communication process.
Mediation
170
A neutral third party listens to both sides' arguments and then makes a decision. It is often the manager of the 2 employees in conflict.
Arbitration
171
Use _ arbitrators to handle discrimination claims by employees.
Outside arbitrators
172
Arbitration decisions can be either:
Binding
Nonbinding
173
An arbitration decision where the 2 sides have agreed to abide by the arbitrator's decision regardless of how displeased one or both sides may be with that decision.
Binding
174
An arbitration decision where one or both sides reject an unfavorable decision.
Nonbinding
