WEEK 11 - Groups and teams

Question 1

Types of group

Answer 1

Groups generally fall into three types:

• interacting
• co-acting
• counteracting

Question 2

Interacting groups

Answer 2

The more the work group has to interact in order to complete a task, the more the interdependence among group members

Effective, interacting groups are characterised by a high degree of co-operation among their members.

Question 3

Co-acting groups

Answer 3

Counteracting groups are groups with opposing aims which may be ‘locked into’ a power struggle in their endeavours to compete for scarce resources.

Question 4

Counteracting groups

Answer 4

Counteracting groups are groups with opposing aims which may be ‘locked into’ a power struggle in their endeavours to compete for scarce resources.

Question 5

formal function of a group?

Answer 5

to fulfil organisational goals

Question 6

The advantages of groups are?

Answer 6

• the ability to work on complex interdependent tasks;
• a means of generating new ideas and creative solutions to complex problems;
• for purposes of liaison and co-ordination;
• to facilitate the implementation of complex decisions;
• as a vehicle for change;
• to enable the socialisation and training of new members;
• In addition to these formal functions, groups also fulfil various social needs.

Question 7

two primary objectives of the organisational group:

Answer 7

• effective task completion

* member satisfaction.

Question 8

The benefits of the ‘organic’ work group?

Answer 8

• the emergence of ‘logical’ or natural groups;
• the appropriate use of groups;
• the composition of effective, well-balanced groups;
• frank and open communication and exchange of information

Question 9

Summarise in one or two sentences the distinction between formal and social functions of groups

Answer 9

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Question 10

Group dynamics - Norms

Answer 10

• affect both member attitudes and behaviour;
• must be accepted by the majority of the group and cannot be imposed from external sources;
• vary according to the degree of acceptance given them by the group;
• differ in direct relation to the amount of deviation that members will accept;
• are formed with respect to matters of significance or importance to the group;
• usually apply to the entire group;
• clarify the influence process within the group;
• may facilitate the process of hierarchy, leadership and control;
• apply to group behaviour, not individual members’ thoughts and feelings;
• the pace of development and change is relatively slow.

Question 11

Group dynamics - Conformity of norms

Answer 11

• there is incompatibility between a member’s personal goals and those of the group or organization;
• there is no sense of pride from being a member of the group;
• a member is in a peripheral position in the group and is not recognised as a fully fledged member;
• the price of conformity is perceived as being too high.

Question 12

Groupthink

Answer 12

Groupthink refers to a mode of thinking that persons engage in when concurrence-seeking becomes so dominant in a cohesive in-group that it tends to override realistic appraisal of alternative courses of action

Question 13

Symptoms of groupthink

Answer 13

• An illusion of invulnerability: Members ignore danger, take extreme risk and are overly optimistic.
• Collective rationalization: Members discredit and explain away warning contrary to group thinking.
• Belief in inherent morality: Members discredit and explain away warning contrary to group thinking.
• Stereotyped views of out-groups: The group constructs negative stereotypes of rivals outside the group.
• Direct pressure on dissenters: Members pressure any in the group who expresses arguments against the group’s stereotypes, illusions, or commitments, viewing such opposition as disloyalty.
• Self-censorship: Members withhold their dissenting views and counter-arguments.
• Illusion of unanimity: Members perceive falsely that everyone agrees with the group’s decision; silence is seen as consent.
• ‘Mind guards’ are appointed: Some members appoint themselves to the role of protecting the group from adverse information that might threaten group complacency.

Question 14

Consequences of groupthink

Answer 14

• The group focuses its attention to a narrow range of potential action. •The group neglects to re-consider the optimal or multi-laterally agreed initial course of action as a result of the discovery of potential risks and less favorable consequence which had not been considered initially. •The group does not consider those courses of action which were set aside due to a lack of worth or profitability initially identified by the proposals.
• The group fails to consider independent authoritative advice when considering the various options.
• Members of the group demonstrate bias to their preferred options and ignore important information which does not support their bias.

Question 15

Groupthink avoidance measures

Answer 15

Assemble a diverse team

Focus Roles – Client, Facilitator, Resources;

Encourage Individual Champions

Question 16

various functions and activities can be adopted and/or avoided in order to minimize the opportunity for Groupthink

Answer 16

• The leader should act as ‘Devil’s Advocate’ and encourage critical evaluation of ideas, including his or her own.
• High ranking members of the group should promote open enquiry.
• Where confidentiality permits, members of a group, should be encouraged by the leader, to discuss the considerations and comment accordingly.
• Outside experts should be invited to group meetings and encouraged to challenge group views. This is primarily the role that a Non-Executive Director may take on.
• The group should spend time considering the strategy of the opposition or competition.
• Appropriate opportunity should be made to allow members of the group to consider any remaining doubts following the making of a decision.

Question 17

Group polarisation

Answer 17

Group Polarisation exists where there is a tendency for members of a group discussing an issue to move toward a more extreme version of the positions they held before the discussion began. Respond in more polarising ways than expected an individual member would.

Question 18

Team building characteristics of successful teams:

Answer 18

• clear objectives and agreed goals
• openness and confrontation
• support and trust•co-operation and conflict
• sound procedures
• appropriate leadership•regular review
• individual development
• sound intergroup solutions.

Question 19

Groups must be enabled to:

Answer 19

• develop a role and normative structure
• integrate people of different backgrounds, skills, abilities and affiliations
• co-ordinate effort.

Question 20

Team development basic programme

Answer 20

• Take at least one day off for team building and get away from the work site so there will be no interruptions.
• Ask each person to write his or her answers to the following questions and be prepared to share them with others at the meeting:
• What keeps you from being as effective as you would like to be in your position?•What keeps the staff (unit or department) from functioning as an effective team?
• What do you like about this unit that you want to maintain?
• What suggestions do you have for improving the quality of our working relationships and the functioning of our department?

Question 21

Reasons for lack of team success

Answer 21

• Company culture.
• Team role mix.
• Presence of people with no team role.
• Lack of self-awareness of one’s appropriate team role.
• Performance of familiar tasks rather than playing a specific team role.
• The absence of a corporate team strategy.

Question 22

Designing an effective team

Answer 22

• The management team contributes to the achievement of team objectives by (i) performing a functional role, and (ii) performing a valuable team role.
• A balance is needed between functional and team roles.
• Members need to recognise and adjust to the group’s specific team roles.
• Personal qualities fit members for some team roles while limiting the likelihood that they will succeed in others.
• A team can deploy its technical resources to best advantage when it has the requisite range of team roles to ensure efficient teamwork.

Question 23

Leadership skills

Answer 23

• Their knowledge. What is meant by ‘knowledge’? Ultimately it means skilled perception and the management of meaning; that is, being able to interpret actions and events in relation to widely held core values. The skilled leader can manage the process of change because he or she can manage ambiguity, renegotiate and re-establish a social order.
• Ability to network. Networking is a critical leader behaviour. Skilful leaders move around gathering information and intelligence concerning the multiple perspectives on a particular issue of concern.
• Problem identification. Skilled leaders are able to (1) identify the problem, ie know what is going on; (2) develop alternative solutions; and (3) be a dominant influence in selecting one or other solution.

Question 24

Negotiation skills

Answer 24

• Knowledge
• of negotiating principles
• of the context of the negotiations
• of the subject matter involved in the negotiations.
• Skill
• in analysing the issues
• in interacting with other people
• in communicating.
• Attitudes
• towards the negotiating process
• towards the specific detail of each negotiation
• towards their own role in the process.

Question 25

Stages in negotiation

Answer 25

Preparation

negotiation

agreement