Group

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Group

“Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the only thing that ever has.”

-          Margaret Mead

When a team outgrows individual performance and learns team confidence, excellence becomes a reality.

-    Joe Paterno, Football Coach, Penn State University

Introduction

The groups are consist of two or more individuals, interacting and interdependent, who have come together to achieve particular objectives. It has been observed that individuals work and behave quite differently when working in the groups than when they are working alone. A group can be defined as an entity consisting of two or more people who work together interdependently to achieve certain objectives, goals or to satisfy certain needs. 

                                               Broadly groups can be classified into two categories: Formal and informal. Formal groups arise out of arrangements of organizational structure, departmental structure, and nature of assignments of permanent or temporary nature. Behaviour displayed in formal groups is guided by organizational rules, member's position in organizational hierarchy, and group’s goals. Quite contrary to that informal groups naturally emerge due to social interactions among members and mostly formed to fulfil members' social needs. Although informal groups are organizationally determined, understanding of informal groups is being utilized by organizations to enhance their effectiveness. Formal groups can again be classified into, two categories: command group and task group. A command group emerges out of organizational structure. Workers and their supervisor in a shop floor will form part of a command group. Similarly, a thunder and his constable will form a command group. A task group also emerges due to organizational requirement but its membership is not limited to persons working in immediate reporting relationship. It is formed to handle the task at hand. That's why it's called task group.

Formal groups can also be classified into permanent and temporary groups. Permanent formal groups may be top management teams, standing committees providing specialized services, permanent committees of the University. Similarly temporary formal groups are formed to achieve a specific purpose and the same gets dissolved when the purpose is achieved.

1        Group Behaviour

Group behaviour emanates from the causes that contribute to the group’s effectiveness.

Ø  The well-structured, well defined role and status hierarchy, able leadership, well developed norms and strong cohesiveness a group has, the greater is the groupthink.

Ø  Groupthink is defined as “the deterioration of mental efficiency, reality testing, and moral judgement in the interest of group solidarity.”

As groups function and interact with other groups, they develop their own unique set of characteristics including structure, cohesiveness, roles, norms and processes. As a result, groups may cooperate or compete with other groups, and inter group competition can lead to conflict.

2        Group Dynamics

The social process by which people interact and behave in a group environment is called group dynamics. Group dynamics involves the influence of personality, power, and behaviour on the group process.

                                                Two factors that influence a team’s success are diversity and self-awareness. Diversity in experi­ence and perspective generates deeper thinking and analysis on teams. Having team members who assume a variety of roles can serve to chal­lenge, stabilize, and facilitate team effectiveness and development. Effective teams are also self-aware. They are conscious of their own effec­tiveness and they take time to talk about it. The responsibility for dealing with dysfunctional behaviour belongs to all team members, not just the leader or facilitator.

2.1  Roles

In all groups, individuals assume roles that allow the group to function. Each role presented below can either have a positive or negative influence on group performance. When individuals fall into roles that are less productive for the team, effective managers will coach the individuals and team away from dysfunctional behaviour. For example, if you see your group reaching consensus too quickly on a decision, ask a team member to play the role of devil’s advocate during your discussion. This may be particularly effective when you assign team members roles that are contrary to their typical or natural roles.

2.1.1        Devil’s Advocate

Takes a position contrary to what the group thinks. This can generate deeper thinking on is­sues but can be frustrating to other group mem­bers because this person never seems to agree with the group.                           

           

2.1.2        Listener

He listens carefully to the thoughts and opinions of others in the group. Their ideas tend to be well thought out. They often remain quiet so the group cannot benefit from their ideas.

2.1.3        Idea Generator

Generates ideas constantly on a variety of sub­jects. They are able to help move a group towards creative and meaningful solutions by submitting ideas for the team to build upon. The team may get frustrated when they are ready to move to­wards a decision and the idea generator is still presenting options.

2.1.4        Helper

Aware of team dynamics and helps the team to improve its overall effectiveness. Helpers may be unwilling to disagree with the facilitator or other team members when they should.

Clarifier

Asks questions or seeks additional information on behalf of the team to make sure assignments, roles, or decisions are clearly understood by ev­eryone.

3        Group Development

                   The appointment of individuals to a group based on their compatibility, diversity, or expertise does not assure effectiveness in achieving group goals. A group is initially a collection of personalities with different characteristics, needs, and influences. To be effective, these individuals must spend time acclimatizing themselves to their environment, the task, and to each other. Organizational experts and practitioners have observed that new groups go through a number of stages before they achieve maximum performance. Each stage presents the members with different challenges that must be overcome before they can move on to the next stage. These stages have been identified as forming, storming, norming, performing, and adjourning.

3.1  Stages of Group Development

3.1.1        Forming: At this first stage of development, members are preoccupied with familiarizing themselves with the task and to other members of the group. This is sometimes referred to as the dependent stage, as members tend to depend on outside expertise for guidance, job definition, and task analysis.

3.1.2        Storming: At this stage, the group encounters conflict as members confront and criticize each other and the approach the group is taking to their task. Issues that arise include identification of roles and responsibilities, operational rules and procedures, and the individual need for recognition of his or her skills and abilities. This stage is also referred to as the counter dependent stage where members tend to “flex their muscles” in search of identity. In some cases, the group may have problems getting through this stage. This may occur if the group encounters difficulty clarifying their task, agreeing on their mission or mandate, or deciding how they will proceed. Lack of skills, ability or aptitude can also contribute to their inability to get beyond this stage.

3.1.3        Norming: At this point, members start to resolve the issues that are creating the conflict and begin to develop their social agreements. The members begin to recognize their inter dependence, develop cohesion, and agree on the group norms that will help them function effectively in the future.

3.1.4        Performing: When the group has sorted out its social structure and understands its goals and individual roles, it will move toward accomplishing its task. Mutual assistance and creativity become prominent themes at this stage. The group, sensing its growth and maturity, becomes independent, relying on its own resources.

3.1.5        Adjourning: During this phase, the group will resort to some form of closure that includes rites and rituals suitable to the event. These may include socials and parties, or ceremonies that exhibit emotional support or celebration of their success.