W3:$Groups$and$Team$Dynamics - AWS
W3:$Groups$and$Team$Dynamics$ $ Teams*and*Groups*$ $$ DIFFERENCE$BETWEEN$THE$TWO:$$ Teams$share$a$common$goal$whereas$groups$have$individual$goals.$ $$ $$ Teams$$ Two$or$more$people$who$take$individual$and$collective$responsibility$for$their$shared$objectives$and$ interactively$coordinate$their$interdependent$activities$through$roles$and$specific$assignments.$$ •! Well$planned$teams$can$reinvigorate$productivity$and$better$position$an$organisation$to$deal$with$a$ rapidly$changing$environment.$$ •! They$are$more$flexible$and$responsive$to$environmental$change$(more$flexible$than$departments)$$ •! They$produce$better$solutions$more$efficiently$when$facing$problems,$this$is$due$to$the$existence$of$ more$diverse$perspectives.$$ •! It$enables$more$creativity$and$innovation$$ •! Teams$are$highly$motivating$B$they're$sociable$$ However,$ •! Teams$are$dependent$on$the$nature$of$the$job$(context)$not$all$teams$in$every$situation$would$be$ beneficial$$ •! Expected$gains$do$not$always$materialise$B$possible$conflict$$ •! 'Romance$of$teams'$debate$$B$assumption$that$teams$always$perform$highly.$$ $$ Groups$ Two$or$more$people$who$interact$with$each$other,$are$psychologically$aware$of$each$other$and$think$of$ themselves$as$a$group.$$ Two$types$of$groups$$ •! Formal$$ •! Informal$$ $$ Informal*groups*$ •! Friendship$groups$$ •! Interest$groups$$ These$are$social$groups$that$occur$naturally,$in$the$workplace$these$groups$will$increase$job$satisfaction$as$ they$enable$the$social$needs$of$an$employee$to$be$met.$They$also$produce$social$support,$resulting$in$a$ positive$mood$and$work$experience$increasing$productivity.$$ $$ Formal*groups*$ •! Command$groups$B$election$of$employees$who$work$independently.$They$report$to$a$common$ supervisor$$ •! Teams$B$designed$by$the$organisation$where$there$is$a$high$level$of$interaction$such$that$they$achieve$ the$purpose$set$by$the$firm.$ •! Task$groups$B$a$formation$established$to$work$on$a$single$task$or$activity$$
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TEAMS$ In$a$work$team,$individual's$efforts$result$in$a$level$of$performance$greater$than$the$sum$of$those$individual$ inputs.$$ $$ •! In$workgroups$accountability$is$in$the$individual.$$ •! WorkBteams$achieve$collective$performance$$ •! WorkBteams$B$complementary$skills$are$supportive$$ •! WorkBteams$B$collective$synergy$"2+2=5"$effect$ $
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Types$Of$Teams$$ •! Problem*solving$$B$employees$from$the$same$department$form$a$team$to$solve$a$problem$$ $$ •! CrossCfunctional$B$employees$from$a$different$departments$but$in$similar$hierarchical$positions$form$ a$group$ $$ •! SelfCmanaged$B$No$formally$assigned$team$leader/manager$B$therefore$don’t$manage$conflict$well$ and$high$absenteeism$$ $$ •! Virtual$B$Physically$diverse$locations$and$timeBzones,$reduced$overall$cost$and$are$productive$24/7$ $
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Five$stages$of$group$development$$ 1.! Forming$B$excitement$and$optimism$$ 2.! Storming$B$resistance$to$group$control$(group$identity)$$ 3.! Norming$B$shared$goals$and$team$cohesion$$ 4.! Performing$B$Teamwork$and$performance$$ 5.! Adjourning$B$Finish$tasks$ 6.! Next$steps$B$Anticipation$and$excitement$
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**Limitations$$ •! The$stages$are$linear$
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The$punctuated$equilibrium$model$$ •! Periods$of$stability$followed$by$periods$of$rapid$change$(revolutionary$changes)$$ •! This$model$doesn’t$outline$a$linear$progression,$so$rapid$change$can$go$backwards$to$'storming'$
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Roles*$ Behaviour$patterns$expected$of$someone$who$occupies$a$given$position$in$a$social$unit.$$ They$influence:$$ •! Role$perception$B$how$you$understand$and$expect$to$act$$ •! Role$expectations$B$how$others$expect$you$to$act$ •! Role$conflict$B$confronted$by$divergent$conflicting$role$perceptions$$ $$ Zimbardo*Stanford*Prison*Experiment*C*Roles$can$override$individual$judgement,$where$personality$is$not$ based$on$innate$characteristics$but$on$roles$$
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A*model*of*team*functioning*C*IPO*Model$
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* Transition*phase$ •! Mission$analysis$$ •! Goal$specification$$ •! Strategy$formulation$$ •! Developing$a$plan$$
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Interpersonal*phase*$ •! Motivation$and$ confidence$building$$ •! Managing$conflict$ •! Affect$management$ * * *
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* * Action*phase*$ •! Monitoring$goal$ progress$$ •! Systems$monitoring$$ •! Team$monitoring$&$ backup$$ •! Coordination$$ •! Performance$of$tasks$
Teamwork$ $$ The*Good$ •! Norms$$ They$are$the$unwritten$rules$and$acceptable$standards$of$behaviour$within$a$group/team$that$are$ shared$by$the$members,$they$influence$group$behaviour$and$facilitate$interactions.$ >$Performance$norms:$level$of$acceptable$work$ >$Appearance$norms:$what$to$wear$ >$Social$arrangement$norms:$friendships$and$the$like$$ >$Allocation$of$resources$norms:$distribution$and$assignments$of$jobs$and$materials$$ $ Leads$to$conformity$and$internalisation$of$norms$ $$ $ •! Cohesiveness$ The$attractiveness$of$a$team$to$its$members,$the$motivation$to$stay$in$the$group$$ >$To$increase$cohesiveness,$limit$the$group$size$to$3B4$$ >$Facilitates$work$discussion$$ >$Factors$affecting$cohesiveness:$diversity/similarity$of$members,$success,$competition$with$other$ groups,$exclusiveness$ >$Cohesiveness$and$commitment$$ $$
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Conformity$$ Gaining$acceptance$by$adjusting$one's$behaviour$to$align$with$the$norms$of$the$group$$ >$Reference$groups:$Important$groups$that$individuals$belong$or$hope$to$belong$to$where$individuals$ conform$to$their$norms$ >$Example:$Solomon$Asch's$Conformity$Studies$$ $$ The*Bad*$ •! Social$loafing$$ When$a$person$produces$less$effort$to$realise$a$goal$when$working$in$a$team/group$compared$to$ working$alone$ •! Sucker$Effect$ When$members$see$social$loafing$they$also$decrease$work$ethic$and$effort$ $ Causes:$$ •! Lack$of$connection$between$inputs$and$outcomes$$ •! Perception$that$individual$efforts$are$unnecessary$$ •! Large$group/team$size$ •!
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TEAMS$ In$a$work$team,$individual's$efforts$result$in$a$level$of$performance$greater$than$the$sum$of$those$individual$ inputs.$$ $$ •! In$workgroups$accountability$is$in$the$individual.$$ •! WorkBteams$achieve$collective$performance$$ •! WorkBteams$B$complementary$skills$are$supportive$$ •! WorkBteams$B$collective$synergy$"2+2=5"$effect$ $
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Types$Of$Teams$$ •! Problem*solving$$B$employees$from$the$same$department$form$a$team$to$solve$a$problem$$ $$ •! CrossCfunctional$B$employees$from$a$different$departments$but$in$similar$hierarchical$positions$form$ a$group$ $$ •! SelfCmanaged$B$No$formally$assigned$team$leader/manager$B$therefore$don’t$manage$conflict$well$ and$high$absenteeism$$ $$ •! Virtual$B$Physically$diverse$locations$and$timeBzones,$reduced$overall$cost$and$are$productive$24/7$ $
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Five$stages$of$group$development$$ 1.! Forming$B$excitement$and$optimism$$ 2.! Storming$B$resistance$to$group$control$(group$identity)$$ 3.! Norming$B$shared$goals$and$team$cohesion$$ 4.! Performing$B$Teamwork$and$performance$$ 5.! Adjourning$B$Finish$tasks$ 6.! Next$steps$B$Anticipation$and$excitement$
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**Limitations$$ •! The$stages$are$linear$
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The$punctuated$equilibrium$model$$ •! Periods$of$stability$followed$by$periods$of$rapid$change$(revolutionary$changes)$$ •! This$model$doesn’t$outline$a$linear$progression,$so$rapid$change$can$go$backwards$to$'storming'$
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Roles*$ Behaviour$patterns$expected$of$someone$who$occupies$a$given$position$in$a$social$unit.$$ They$influence:$$ •! Role$perception$B$how$you$understand$and$expect$to$act$$ •! Role$expectations$B$how$others$expect$you$to$act$ •! Role$conflict$B$confronted$by$divergent$conflicting$role$perceptions$$ $$ Zimbardo*Stanford*Prison*Experiment*C*Roles$can$override$individual$judgement,$where$personality$is$not$ based$on$innate$characteristics$but$on$roles$$
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A*model*of*team*functioning*C*IPO*Model$
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* Transition*phase$ •! Mission$analysis$$ •! Goal$specification$$ •! Strategy$formulation$$ •! Developing$a$plan$$
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Interpersonal*phase*$ •! Motivation$and$ confidence$building$$ •! Managing$conflict$ •! Affect$management$ * * *
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* * Action*phase*$ •! Monitoring$goal$ progress$$ •! Systems$monitoring$$ •! Team$monitoring$&$ backup$$ •! Coordination$$ •! Performance$of$tasks$
Teamwork$ $$ The*Good$ •! Norms$$ They$are$the$unwritten$rules$and$acceptable$standards$of$behaviour$within$a$group/team$that$are$ shared$by$the$members,$they$influence$group$behaviour$and$facilitate$interactions.$ >$Performance$norms:$level$of$acceptable$work$ >$Appearance$norms:$what$to$wear$ >$Social$arrangement$norms:$friendships$and$the$like$$ >$Allocation$of$resources$norms:$distribution$and$assignments$of$jobs$and$materials$$ $ Leads$to$conformity$and$internalisation$of$norms$ $$ $ •! Cohesiveness$ The$attractiveness$of$a$team$to$its$members,$the$motivation$to$stay$in$the$group$$ >$To$increase$cohesiveness,$limit$the$group$size$to$3B4$$ >$Facilitates$work$discussion$$ >$Factors$affecting$cohesiveness:$diversity/similarity$of$members,$success,$competition$with$other$ groups,$exclusiveness$ >$Cohesiveness$and$commitment$$ $$
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Conformity$$ Gaining$acceptance$by$adjusting$one's$behaviour$to$align$with$the$norms$of$the$group$$ >$Reference$groups:$Important$groups$that$individuals$belong$or$hope$to$belong$to$where$individuals$ conform$to$their$norms$ >$Example:$Solomon$Asch's$Conformity$Studies$$ $$ The*Bad*$ •! Social$loafing$$ When$a$person$produces$less$effort$to$realise$a$goal$when$working$in$a$team/group$compared$to$ working$alone$ •! Sucker$Effect$ When$members$see$social$loafing$they$also$decrease$work$ethic$and$effort$ $ Causes:$$ •! Lack$of$connection$between$inputs$and$outcomes$$ •! Perception$that$individual$efforts$are$unnecessary$$ •! Large$group/team$size$ •!
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