Introduction to Group Process

Introduction to Group Process HLTH 365Dr. Patricia McDiarmidWHY Study Groups?Every time you're in a meeting, whether with one other person or twenty, you're in a group. Examples include: Task groupsWork groupsDepartmentsCommittees

.Bottom Line?All kinds of groups dominate organizational life. In fact, they're every organization's basic operating unit. How many people complain that groups and meetings are the least productive and rewarding parts of their job? As much as we work in groups, it's sad that their potential often goes unrealizedComing together is a beginning.Keeping together is progress.Working together is success!- Henry Ford

Group Dynamics?The study of groups, especially of smaller groups (less than 20 people)Because people in small groups interact and influence each other in powerful and complex ways, groups develop many dynamic processes that differ from how individuals actThese processes include norms, roles, hierarchy, power and authority, need to belong, need for solidarity, group assumptions, boundaries, and social influencesto name someGROUP PROCESSINGAccording to Johnson and Johnson (1998, p.84), a process is an identifiable sequence of actions or events taking place over time aimed at achieving a given goal.PURPOSES OF GROUP PROCESSINGContinuously improve the quality of the groups taskwork and teamworkIncrease individual accountability by focusing attention on other members responsible and skillful actions to learn and to help groupmates learnStreamline the learning process to make it simpler (reducing complexity)Eliminate unskilled and inappropriate actions (error-proofing the process)Four parts of processingFeedback: You ensure that each group member and each group receives (and gives) feedback on the effectiveness of taskwork and teamwork.Reflection: You ensure that group members analyze and reflect on the feedback they receive.Improvement goals: You help individuals and groups set goals for improving the quality of their work.Celebration: You encourage the celebration of members hard work and the groups success. (Johnson, Johnson, & Holubec, 1998, p7:4).

How Groups Develop

Teams vs. GroupsTeams definitely are forms of work groups, but not all work groups are teams. In fact, plain work groups are much more numerous than teams.Work groups function on three levels: Dependent levelIndependent level Interdependent level

Dependent level

Traditional work unit or department groups with a supervisor who plays a strong role as the bossEach person in a dependent-level work group has his or her own job and works under the close supervision of the bossThe boss is in charge and tells the employees the do's and don'ts in their jobsCan perform well in the short term

Independent level

Most common form of work groups with each person responsible for his or her own main areaMembers work on their own assignments with general direction and minimal supervisionnot boss-driveIf receives the managerial guidance and support they need on the job, such a work group can perform quite wellInterdependent level

Group members rely on each other to get the work doneSometimes members have their own roles and at other times they share responsibilitiesAn independent work group can often be brought up to speed faster than an interdependent group

Characteristics of Effective GroupsGoals and values are clear, understood, and accepted by everyone.People understand their assignments and roles and how they contribute to the whole.The basic climate is one of trust and support among members.Communication is open and people willingly share information relevant to team goals.People can participate in making free and informed decisions.Characteristics of Effective Groups6. Everyone implements decisions with commitment.7. Team leaders are supportive of others and have high personal performance standards.8. Differences are recognized and handled, not ignored or brushed over lightly.9. Team structure and procedures are consistent with the tasks, goals, and people involved.

Team Size

Six to twelve members is the ideal team size Fewer than six may not provide enough variety of ideas and more than twelve tend to split into subgroups that are likely to undermine the concept of teaming

TEAM vs GROUPTEAMGROUPIndividuals assembled together or having some unifying relationshipPersons associated together in work or activity.Members collective performance determines results.Members responsible for their own contributionsSynergy arises in teamsIndividualistic approach do not produces synergy.Eg - A football team.Eg A choir.TEAM vs GROUPGroupTeamUnderstandingsMembers think they are grouped together for administrative purposes only.Members recognise their independence and understand both personal and team goals are best accomplished with mutual support.OwnershipMembers tend to focus on themselves because they are not sufficiently involved in planning the unit's objectives. Members feel a sense of ownership for their jobs and unit, because they are committed to value based common goals that they helped establish.Creativity and ContributionMembers are told what to do rather than being asked what the best approach would be.Members contribute to the organisation's success by applying their unique talents, knowledge and creativity to team objectivesGroupTeamTrustMembers distrust the motives of colleagues because they do not understand the role of other members. Members work in a climate of trust and are encouraged to openly express ideas, opinions, disagreements and feelings. Questions are welcomedConflict ResolutionMembers find themselves in conflict situations they do not know how to resolve. Their supervisor/leader may put off intervention until serious damage is done, i.e. a crisis situationMembers realise conflict is a normal aspect of human interaction but they view such situations as an opportunity for new ideas and creativity. They work to resolve conflict quickly and constructively.Participative Decision MakingMembers tend to work in an unstructured environment with undetermined standards of performance. Leaders do not walk the talk and tend to lead from behind a desk.Members work in a structured environment, they know what boundaries exist and who has final authority. The leader sets agreed high standards of performance and he/she is respected via active, willing participation.Team CohesivenessIn an effective team, each member knows that they aredependent on the other members for achieving the final resultWhich means team members have an interest in helping each otherwhere they canIn a team, such as a sports team, all the playersknow they are interconnected. They understand that it is the quality of their collective performance that determines the final result: success or failure.Six Cs of Team Building

Clear ExpectationContextCommitmentCompetenceCharacterControl

.it is less me and more we!!It is amazing how much you can accomplish when it doesnt matter who gets the credit.