Theories In Group Dynamics Flashcards
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
Group Dynamics
A SOCIAL PSYCHOLOGIST who coined the term GROUP DYNAMICS to describe the way groups and individuals act and react to changing circumstances
Kurt Lewin
Referred to as IN GROUPS or WITHIN GROUPS or commonly just group dynamics are the underlying processes that give rise to a set of norms, roles, relations, and common goals that characterize a particular social group
Intergroup Dynamics
The Psychological BOND between individuals
Group Formation
Individuals percieve that they share some SOCIAL CATEGORY
Social Identity Approach
Arise from a relatively SPONTANEOUS PROCESS of group formation
Emergent groups
Suggests that individuals have a desire to be SIMILAR to others, but also desire to DIFFERENTIATE themselves,ultimately seeking some balance of these two desires to obtain OPTIMAL DISTINCTIVENESS
Optimal Distinctiveness Theory
This is based on how individuals in the group SEE their OTHER members
Black Sheep Effect
Individuals work harder and faster when OTHERS are PRESENT
Group Influence or Individual behavior
It is the internal FRAMEWORK that defines members’ RELATIONS to one another overtime
Group Structure
It is the person who PROVIDES useful and valid INFORMATION
Knowledge Contributor
The person occupying this role FORCES members to look at how the group FUNCTIONS
Process Observer
Is the person who CONFRONT and CHALLENGES bad ideas
Challenger
The person who LISTENS to whatever ideas and proposals presented by any member of the group
Listener
Someone who AVOIDS DISPUTES between the group members
Mediator
The extent to which members are SIMILAR
Group Homogeneity
The extent to which group members LIKE EACH OTHER, are committed to accomplishing a TEAM GOAL and share a feeling of group pride
Group Cohesiveness
The greater the STABILITY of the group, the greater the cohesiveness
Stability of Membership
Groups that are ISOLATED or LOCATED AWAY from other groups tend to be highly cohesive
Isolation
Groups that are PRESSURED by OUTSIDE forces tend to become highly cohesive
Outside Pressure
The extent to which its MEMBERS assume different ROLES
Group Roles
Involve behavior such as OFFERING NEW IDEAS, coordinating activities and finding new information
Task-Oriented Roles
Involves encouraging COHESIVENESS and PARTICIPATION
Social Oriented
Involves the POSITIVE EFFECTS of the PRESENCE of others on an individual’s behavior
Social Facilitation
Involves the NEGATIVE EFFECTS of other’s PRESENCE
Social Inhibition
this is when a group of people passively WATCH an individual
Audience Effect
The effect on behavior when two or more people are PERFORMING THE SAME TASK in the presence of another
Co-action
The effect on individual performance when people WORK TOGETHER in a task
Social Loafing
When things are doing 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 as alone
Free-Rider Theory
This says that social loafing occurs when a group member notices that other group members are NOT WORKING AS HARD and thus are “playing him for a sucker”
Sucker Effect
Group members perceive their work as having high intrinsic motivation
Job Design
Defined that goals are a major requirement for group effectiveness
Interdependence
A team’s BELIEF that it can successfully perform a specific task
Team Efficacy
Building relationships both inside and outside the team
Emotional Intelligence
Members work closely with each other, in an UNIFIED, cooperative manner
Group Cohesiveness
This term was coined by Janis (1972) wherein members become so cohesive and LIKE-MINDED that they make POOR DECISIONS despite contrary information that might reasonably lead then to other options
Group Think
Collection of two or more individuals who interact intensively to provide an organizational product, plan, decision, or service
Work Team
The extent to which group members IDENTIFY with the team rather than with other groups
Identification
Members need and desire the assistance, expertise and opinions of the other members
Interdependence
Members try to decrease power differentiation by treating others as equals and taking steps to ensure equality
Power Differentiation
Members try to decrease SOCIAL DISTANCE by being casual, using nicknames, snd increasing liking, empathy, and common views
Social Distance
Members respond to conflicts by collaborating, whereas non-team members respond by forcing and accommodating
Conflict Management Tactics
Members NEGOTIATE in win-win style in which the goal id for every person to come out ahead
Negotiation Process
Also called CROSS FUNCTIONAL TEAM, consists of representatives from various departments
Parallel Teams
Formed to produce one time outputs such as creating a new product, installing an new software, or hiring a new employee
Project Teams
Management teams coordinate, manage, advise, and direct employee and teams
Management Teams
The STAGE where team members get to know each other and decide what role each member will play
Forming Stage
The STAGE when conflict within the group happens
Storming Stage
The STAGE where the team works towards easing the tension from the storming stage
Norming Stage
The STAGE when the team begins to accomplish its goals
Performing Stage
The STAGE involving the termination of activities
Adjourning Stage
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
Conflict that occurs between TWO individuals
Interpersonal Conflict
Conflict that can occur between an individual and a group just as easily as between two individuals
Individual-Groups Conflict
Conflicts that occur between two or more groups
Group-Group Conflict
Conflict that occurs when the demand for a resource exceeds its supply
Competition for Resources
Conflict that comes when the performance of some groups members depends on the performance of other group members
Task Interdependence
This is found when geographical boundaries or lines of authority are unclear
Jurisdictional Ambiguity
Physical, cultural, and psychological obstacles that interfere with successful communication and crate such conflict
Communication Barriers
Relatively stable traits possessed by an individuals
Personality
Gets things done quickly by giving orders, being pushy, yelling and at times being too aggressive
Tank
Controls people by sarcasm, embarrassment, and humiliation
Sniper
Controls others by dominating conversations, not listening to others ideas and rejecting arguments counter to her position
Know-It-All
Choose to conflict and hope it will resolve itself
Avoiding Styles
When a person is so intent on settling a conflict that he gives in and risks hurting himself
Accommodating Style
Handles conflicts in a win-lose fashion and does what it takes to win with little regard for the other person
Forcing Style
Wants to win but also wants to see the other person win
Collaborating Style
Adopts give-and-take tactics that enable each side to get some of what it wants but not everything it wants
Compromising Style
A person’s method of dealing with conflict at work can be measured by the Rahim Organizational Conflict Inventory or the Cohen Conflict Response Inventory
Determining Conflict Style
