GE1806

Group Dynamics
• It is a social process by which people interact and behave in a group environment.
• It involves the influence of personality, power, and behavior on the group’s processes.
• It segregates groups into two (2) types:
o Formal groups are structured to pursue specific tasks. They are usually created to address
persisting and long-term objectives in the group environment. They are characterized by member
appointment, as well as delegated authority and responsibility.
o Informal groups are groups that emerge naturally in response to organizational or member
interests. Interests may include anything from basic groups that handle a particular situation or
circumstance to groups that come together to improve social and member relationships.

Formation of groups, specifically formal groups, must be carefully deliberated on to address advantages
and disadvantages:

o Group size – Small groups may be overwhelmed by the workload, while large groups are prone to
conflict due to differing viewpoints, among other possible problems. Groups must be as small as
possible without compromising workload/s.
o Group skills and performance – Groups must be created with considerations to time, resources,
and relations to other groups. Members must be segregated according to their skills, relationships,
and performance to ensure that objectives are not compromised by time, consume too many
resources, or create unnecessary rivalries or conflicts.
o Group diversity – Groups must be balanced according to tasks or objectives. For example, while
male-only groups accomplish tasks faster, they may not be diverse enough to meet most or all of
an organization’s needs; on the other hand, diverse groups may meet organization requirements,
but diversity may hamper the group’s overall performance.

Right after formation, any issue that may arise within groups and their members can be addressed via the
various stages of group development:

o Forming – Occurs right after member assignment in a group, members are preoccupied with
familiarizing themselves with the task and to other members of the group
o Storming – Also called the counter-dependent stage, it is the most critical stage in group
development, as is this the so-called “make-or-break” phase that determines whether the group
will be effective or not. 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 the
identification of roles and responsibilities, operational rules and procedures, and the individual
need for recognition of his or her skills and abilities.
o Norming – This stage is the part where members start to resolve issues creating conflict and begin
to develop social agreements and compromises. Members begin to recognize their
interdependence, develop group cohesion, and agree on what is normal that will help them
function effectively within the group.
o Performing – This stage demonstrates that the group has sorted out its social structure and
understands its goals and individual roles to be able to move forward in its task/s. Mutual
assistance and creativity become prominent themes at this stage.
o Adjourning – Occurring during the completion or continued success in fulfilling its task/s, the group
will resort to some form of event that includes rites and rituals. These may include socials and
parties, or ceremonies that exhibit emotional support or celebration of their success.

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In order to determine the effectiveness and productivity of groups, their group functions must be
identified. These functions are categorized into three (3) groups:

o Task functions embody the primary reason as to why the group is formed. The function is usually
accomplished by the fulfillment of some of all the following roles:
 Initiating – The proposing of tasks/goals, the definition of problems, and suggestion of
procedures that lead to a solution.
 Information-seeking – Involves requesting of facts, seek relevant information, and asking for
suggestions and ideas.
 Information-giving – Involves offering facts, providing information, stating opinions, and
giving suggestion and ideas.
 Clarification – Involves the interpretation of input, an indication of possible alternatives to
any issues, and giving examples.
 Closure – Involves summarization and conclusions.
 Consensus testing – Involves checking for agreements and trials to determine the group’s
inclinations to specific topics or problems.

o Maintenance behavior addresses the need of the group for social and emotional support to be
consistently effective. It mainly consists of the following activities:
 Encouraging – Accomplished by showing regard for other members and providing a positive
response to their contributions.
 Consensus creation – Accomplished by expressing group feelings, sensing moods and
relationships, and sharing feelings.
 Harmonizing – Accomplished by reconciling differences and reducing group tension.
 Compromising – Accomplished by reaching agreements to de-escalate conflict via devised
alternatives.
 Gatekeeping – Accomplished by attempts to keep communications flowing, facilitating the
participation of others, and suggesting procedures for sharing discussion.
 Standard setting – Accomplished by reminding the group of norms, rules, and roles.

o Self-interest behavior is a negative function displayed by individuals in the group that may
undermine the group’s success and therefore must be addressed:
 Domination – The display of disrespect for others, such as cutting members off, not listening
to their opinions, or restating their information in a different meaning or context.
 Blocking – The act of stifling a line of thought and steering a topic away from the intended
point of view or back to his/her interest.
 Manipulation – The act of providing self-serving information designed to achieve a decision
consistent to their station.
 Belittling – The general disregard of value for other members of the group, usually through
put-downs, sneering or making jokes at the other members’ expense.
 Splitting hairs – The nitpicking or searching of incriminating but insignificant details that delay
a solution, undermine a fellow member’s statement or compromise the group’s integrity by
degrading a member via any of the other self-interest behaviors stated above.

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Organizational Culture
• It is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute
to the unique social and psychological environment of an organization.
• It, therefore, includes an organization’s expectations, experiences, philosophy, as well as the
values that guide member behavior, and is expressed in member self-image, inner workings,
interactions with the outside world, and future expectations.

Organizations can create, and also be created or influenced by other cultures and subcultures. These
differences can manifest themselves is a variety of ways including, but not limited to:

o Person Culture – It is a culture in which horizontal structures are most applicable. Each is seen
as more valuable than the organization itself.
o Market Culture – This culture is results-oriented, with a focus on competition, achievement,
and “getting the job done.”
o Adaptive Culture – It is a culture that values change and is action-oriented, increasing the
likelihood of survival through time.
o Adhocracy Culture – Is a type of culture that is dynamic and entrepreneurial, with a focus on
risk-taking, innovation, and doing things first.
o Power Culture – Involves persons making decisions and strategies within groups, and requires
strong deference to the person/s in charge.
o Role Culture – Involves the creation of the groups’ functional structures, delegating individual
jobs, reporting to superiors, and valuing efficiency and accuracy above all else.
o Hierarchy Culture – Similar to role cultures, but have more focus on efficiency, stability, and
correctness.
o Task Culture – Involves the formation of groups with specific expert members to solve
particular problems.

Organizational culture is not static. Members of an organization develop a shared belief around “what
right looks like” as they interact over time and learn what yields success and what doesn’t. When those
beliefs and assumptions lead to less than successful results, the culture must evolve for the organization
to stay relevant in a changing environment.

There are six (6) guidelines for culture change in an organization:

o Formulate a clear strategic vision. – This vision gives the intention and direction for the future culture
change.
o Display commitment. – The leaders of the organization or group must favor the culture change to
implement the change in the rest of the organization.
o Model culture change at the highest level. – The behavior of the management needs to symbolize
the kinds of values and behaviors that should be realized in the rest of the organization/group.
Change agents are keys to the success of this cultural change process and important communicators
of new values.
o Modify the organization/group to support change. – This includes identifying what current systems,
policies, procedures, and rules need to be changed so alignment with the new values and desired
culture can be achieved.
o Select and socialize newcomers and terminate deviants. Encouraging member motivation and
loyalty to the group/organization will create a healthy culture. Training (via basic orientations or
seminars) should be provided to all to help them understand the new processes, expectations, and
systems.
o Develop ethical and legal sensitivity. This step can identify obstacles of change and resistant
member, and acknowledge and reward member improvement, encouraging continued change and
involvement.
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Six Steps to Manage A Potential Conflict

1) Diagnose the situation. Determine the conflict’s content and history. Evaluate personalities and
positions.
2) Involve all parties. Be a skillful questioner by asking open-ended questions. Use processes that
solicit discussion, opinions, information, priorities, etc. from all people.
3) Collect all information. There are many ways to gather information; e.g., use facts, historical
records, data, maps, ideas from around the table, unbiased experts, and interviews. Remember,
people’s feelings are just as real to them as facts.
4) Reinforce agreements. People who disagree often share some common goals and shared values.
Discover these common concerns and reinforce agreements. Write these agreements so that
everyone can see them.
5) Negotiate disagreements. Disagreements are not negotiated until everyone understands the
facts and feelings that caused the conflict. Review steps 1 through 4; list important
disagreements; have everyone rank order their disagreements; begin with the smallest issue and
work toward the largest.
6) Solidify agreements. Identify agreed upon solutions and offer compromises for unresolved
issues. If a compromise cannot be reached, table the issue and move to the next issue; review
any proposed agreements carefully, so you are sure that everyone understands them.

References:
gothamCulture. What is Organizational Culture? Retrieved on October 19, 2018 from https://gothamculture.com/what-
is-organizational-culture-definition/

Johns, Gary. Concordia University. “Social Behaviour and Organizational Processes”. Organizational Behaviour:
Understanding and Managing Life at Work. Harper Collins College Publishers, 1996.

Department of Tourism, Culture, Industry and Innovation, Newfoundland, Canada. Group Dynamics. Retrieved on
October 19, 2018 from
https://www.tcii.gov.nl.ca/regionaldev/CCB/Group_Dynamics/CCB_GroupDynamicsGuide.pdf

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