Group Dynamics and Teamwork

Group Dynamics and Teamwork

Chapter 13

Group Dynamics and Teamwork

1. Managers need a working understanding of group dynamics because groups are the basic building blocks of organizations. Generating social capital through strong, constructive, and win-win relationships is essential to success today. Both informal (friendship) and formal (work) groups are made up of two or more freely interacting individuals who have a common identity and purpose.

2. After someone has been attracted to a group, cohesiveness—a “we” feeling—encourages continued membership. Roles are social expectations for behavior in a specific position, whereas norms are more general standards for conduct in a given social setting. Norms are enforced because they help the group survive, clarify role expectations, protect self-images, and enhance the group’s identity by emphasizing key values. Compliance with role expectations and norms is rewarded with social reinforcement; noncompliance is punished by criticism, ridicule, and ostracism.

3. Mature groups are characterized by mutual acceptance, encouragement of minority opinion, and minimal emotional conflict. They are the product of a developmental process with identifiable stages. During the first three stages—orientation, conflict and challenge, and cohesion—power and authority problems are resolved. Groups are faced with the obstacle of uncertainty over interpersonal relations during the last three stages—delusion, disillusion, and acceptance. Committees have a widespread reputation for inefficiency and ineffectiveness because they tend to get stalled in an early stage of group development.

4. Organizational politics centers on the pursuit of self-interest. Research shows greater political activity to be associated with higher levels of management, larger organizations, staff and marketing personnel, and reorganizations. Political tactics such as posturing, empire building, making the boss look good, collecting and using social IOUs, creating power and loyalty cliques, and engaging in destructive competition need to be kept in check if the organization is to be effective.

5. Although a fairly high degree of conformity is necessary if organizations and society in general are to function properly, blind conformity is ultimately dehumanizing and destructive. Research shows that individuals have a strong tendency to bend to the will of the majority, even if the majority is clearly wrong. Cohesive decision-making groups can be victimized by groupthink when unanimity becomes more important than critical evaluation of alternative courses of action.

6. Teams are becoming the structural format of choice. Today’s employees generally have better technical skills than team skills. Cross-functional teams are particularly promising because they facilitate greater strategic speed. Although members of virtual teams by definition collaborate via electronic media, there is still a need for periodic face-to-face interaction and team building. Three sets of factors—relating to people, organization, and task—combine to determine the effectiveness of a work team.

7. Trust, a key ingredient of effective teamwork, is disturbingly low in the American workplace today. When work group members trust one another, there will be a more active exchange of information, more interpersonal influence, and hence greater self-control. Managers can build trust through communication, support, respect (primarily in the form of delegation), fairness, predictability, and competence.