Improving Group Dynamics such as Climate, Communication, Power, and

Leadership

Chapter 9

ClimateTo increase the Communication Climate of

the Group Situation one should start by simply working on the BasicsListen – think about what we have studied

thus far about listening effectivelyRespect other membersHave a positive mindsetExpect the best outcome and act accordingly

Build Cohesiveness (in the book)Cohesiveness is the degree to which an individual

feel connected to and committed to the group.

Create shared goals, norms, and valuesEngage in shared group activities –

consider getting together in a social situation such as dinner/pizza.

Decrease internal threats – make everyone feel that he/she has an important role to

play.See the good in othersMake progress toward the goal

Do not leave the group meeting without making some future plans – even if it is only a time to meet

WARNING: Can have TOO MUCH of a Good Thing

CommunicationRemember that Increased interaction equals increased satisfaction among group members

1. Impacted by: Patterns of interaction Chain – a common style used in the military

Communication follows from one person to another. Most efficient requires the least interaction Not reliable for lengthy or complex issues

Wheel: Gatekeeper (hub), one person acts as a

clearinghouse, receiving and relaying messages to other members

Works well when one person is more available to meet with all members via email, etc. or when relationships are strained between some members.

All-Channel Members all meet face-to-face Greatest interaction; greatest satisfaction

2. Communication is also impacted by Seating arrangements

Circular better than rectangular Members at ends of table are seen as:

Less friendly more powerful and influential

Power

Power is the ability to influence othersAll members of a group possess some

degree of power.

•They speak up in group discussion without dominating others,

•They demonstrate their competence on the subject being discussed

•They observe group norms

•They have support of other members.

Some factors tend to increase a person's power

Types of Power:

Legitimate: title or positionCoerciveExpert

Power which comes from what other group members feel a member knows or can do

Reward ReferentInformation

Power which comes from a member’s knowledge to help the group reach its goal.

What is leadership?

Do you think some people are more likely to become leaders than others?

Do some people lead more effectively than others?

What things determine the best way to lead a group?

Leadership

Trait Theory– basically maintain that some people are “born to be leaders” and possess Charisma

Excellent social skills. Talk more often /fluently. Regarded as more popular, cooperative Possess goal-related skills that help groups

perform tasks. More intelligent and more dependable. Want the role as leader and act in ways to

help them achieve it. Tend to be slightly taller, heavier, and

physically more attractive than other members.

However, research shows that Charisma may be the result rather than the cause of effective leadership.

Styles of Leadership

AuthoritarianAuthoritative, take chargeRely on legitimate, coercive, and reward

power“this is what to do and how to do it”Best in stressful or time sensitive

situationsDemocratic

invite member involvement in decision making

“Suggestions anyone?”Best when the situation is non-stressfulThis style is more highly correlated with

successLaissez-faire

Leaderless collection of individuals

1. Are there times when each of these styles may be effective?

2. How do we decide which style to use?

Situational Leadership Leadership style based on circumstances

• If conditions are highly favorable or highly unfavorable use task oriented approach (Fiedler)

• Highly favorable:• Leader has high power• Relationship with others is strong• Group task is clear • Use delegation • Style = Democratic/Laissez-faire

• Highly unfavorable : • Leader has low power• Relationship with others is weak• Provide specific instructions and closely supervise.• Style: Authoritarian

Hersey and Blanchard Situational Model

If a group is comprised of highly motivated, knowledgeable, experienced, and responsible individuals then they will need less direct task guidance and more social support.

If a group is less experienced, motivated, knowledgeable, and responsible then a more task-oriented approach will work best.

A well-seasoned group may need little supervision at all.

Remember, each situation is different and leadership styles should vary as well.

Decision Making in Groups

Types of Decision-MakingMajority Rule

Most people happy; some resentfulMinority Rule

Good for minor, relatively basic decisionsExpert RuleAuthority Rule

Good for quick decision or routine matterConsensus

Greatest group satisfaction

Group Problem Solving

Problem-Solving Reflective Thinking Process

Organized pattern of problem solving Six steps:

1. Identify problem sometimes this isn’t as clear as you think

2. Analyze problem what criteria or guidelines should be followed in

determining solutions3. Develop Creative Solutions

do not evaluate at this step4. Evaluate Possible Solutions 5. Implement the Plan 6. Follow up on Solution

Creative SolutionsBrainstorming

Ban Killer Looks or Phrases do not evaluated ideas during this process

Encourage Freewheeling any ideas go, do not limit group creativity

Use Kaleidoscope Thinking (Piggybacking) combine ideas and use one idea to build on another

Write Ideas Down

Nominal Group TechniqueEach person:

Writes a list of ideasOffers one idea which is placed on boardPrivately ranks ideas on scale of 1-5

Top Ideas are kept and critiqued