8/6/2019 ob&hrd(p)

1/17

PRESENTED BY

ABHISEK PRADHANASISH TARU SAHAGIRIJA P. NANDYSANTOSH Kr. CHOUDHARYSOUMITRA Kr. DAS

PRESENTED TO

NOMITA KAPUR

8/6/2019 ob&hrd(p)

2/17

What is group development?y The goal of most research on group development is to learn why

and how small groups change over time. To do this, researchersexamine patterns of change and continuity in groups over time.

Aspects of a group that might be studied include the quality ofthe output produced by a group, the type and frequency of itsactivities, its cohesiveness, the existence of conflict, etc.

y A number of theoretical models have been developed to explainhow certain groups change over time. Listed below are some ofthe most common models. In some cases, the type of groupbeing considered inf luenced the model of group developmentproposed as in the case of therapy groups. In general, some ofthese models view group change as regular movement through aseries of "stages," while others view them as "phases" that groupsmay or may not go through and which might occur at differentpoints of a group's history.

8/6/2019 ob&hrd(p)

3/17

VARIUOS MODELSOF GROUP

DEVELOPMENTy Life cycle models: Describe the process of change as the

unfolding of a prescribed and linear sequence of stages followinga program that is prefigured at the beginning of the cycle

(decided within the group or imposed on it).y Teleological models: Describe change as a purposeful

movement toward one or more goals, with adjustments based onfeedback from the environment.

y D

ialectical models: Describe change as emerging from conflictbetween opposing entities and eventual synthesis leading to thenext cycle of conflict.

y Evolutionary models: Describe change as emerging from arepeated cycle of variation, selection and retention and generally

apply to change in a population rather than change within anentity over time.

8/6/2019 ob&hrd(p)

4/17

Kurt Lewin's Individual Change

Processy Unfreezing: This phase involves overcoming inertia and

dismantling the existing "mind set". Defense

mechanisms have to be bypassed.y Change: In the second stage change occurs. This is

typically a period of confusion and transition. One isaware that the old ways are being challenged but doesnot have a clear picture to replace them with yet.

y Freezing: In the third stage the new mindset iscrystallizing and one's comfort level is returning toprevious levels. This is often misquoted as refreezing.

8/6/2019 ob&hrd(p)

5/17

Tuckman's Stages modely Forming: Group members learn about each other and the task

at hand. Indicators of this stage might include: Unclearobjectives, Uninvolvement, Uncommitted members, Confusion,Low morale, Hidden feelings, Poor listening, etc.

y Storming:As group members continue to work, they willengage each other in arguments about the structure of the group

which often are significantly emotional and illustrate a strugglefor status in the group. These activities mark the storming phase:Lack of cohesion, Subjectivity, Hidden agendas, Conflicts,Confrontation, Volatility, Resentment, anger, Inconsistency,Failure.

y Norming: Group members establish implicit or explicit rulesabout how they will achieve their goal. They address the types ofcommunication that will or

8/6/2019 ob&hrd(p)

6/17

Tuckman's Stages model contd.will not help with the task. Indicators include:Questioning performance, Reviewing/clarify objective,Changing/confirming roles, Opening risky issues,

Assertiveness, Listening, Testing new ground, Identifyingstrengths and weaknesses.y Performing: Groups reach a conclusion and implement

the solution to their issue. Indicators include: Creativity,Initiative, Flexibility, Open relationships, Pride, Concernfor people, Learning, Confidence, High morale, Success,

etc.y Adjourning:As the group project ends, the group

disbands in the adjournment phase. This phase was addedwhen Tuckman and Jensen's updated their original reviewof the literature in 1977.

8/6/2019 ob&hrd(p)

7/17

Tubbs' Systems modely Orientation: In this stage, group members get to know

each other, they start to talk about the problem, and theyexamine the limitations and opportunities of the project.

y Conflict: Conflict is a necessary part of a group'sdevelopment. Conflict allows the group to evaluate ideasand it helps the group avoid conformity and groupthink

y Consensus: Conflict ends in the consensus stage, when

group members compromise, select ideas, and agree onalternatives.

y Closure: In this stage, the final result is announced andgroup members reaffirm their support of the decision.

8/6/2019 ob&hrd(p)

8/17

Fisher's theory of decision

emergence in groupsy Orientation: During the orientation phase, group

members get to know each other and they experience aprimary tension: the awkward feeling people have beforecommunication rules and expectations are established.Groups should take time to learn about each other and feelcomfortable communicating around new people.

y Conflict: The conflict phase is marked by secondary

tension, or tension surrounding the task at hand. Groupmembers will disagree with each other and debate ideas.Here conflict is viewed as positive, because it helps thegroup achieve positive results.

8/6/2019 ob&hrd(p)

9/17

Fisher's theory of decision

emergence in groups contd.y Emergence: In the emergence phase, the outcome

of the group's task and its social structure become

apparent. Group members soften their positions andundergo and attitudinal change that makes themless tenacious in defending their individual

viewpoint.

y Reinforcement: In this stage, group membersbolster their final decision by using supportive

verbal and nonverbal communication.

8/6/2019 ob&hrd(p)

10/17

8/6/2019 ob&hrd(p)

11/17

McGrath's Time, Interaction, and

Performance (TIP) theoryy Mode I: Inception

Inception and acceptance of a project (goalchoice).

y Mode II: Technical Problem Solving

Solution of technical issues (means choice).

y Mode III: ConflictResolution

Resolution of conflict, that is, of political issues

(policy choice).y Mode IV: Execution

Execution of the performance requirements of theproject (goal attainment).

8/6/2019 ob&hrd(p)

12/17

McGrath's Time, Interaction, and

Performance (TIP) theory contd.Functions

Production Well-being Member Support

Mode I:

Inception

Production

Demand/

Opportunity

Interaction

Demand/

Opportunity

Inclusion

Demand/

Opportunity

Mode II:

Problem Solving

Technical

Problem Solving

Role

Network Definition

Position/

Status Attainment

Mode III:

Conflict Resolution

Policy

Conflict Resolution

Power/

Payoff Distribution

Contribution/

Payoff Relationships

Mode IV:

ExecutionPerformance Interaction Participation

8/6/2019 ob&hrd(p)

13/17

Gersick's Punctuated E uilibrium

modely Phase I:According to the model, a framework of

behavioral patterns and assumptions through which agroup approaches its project emerges in its first meeting,

and the group stays with that framework through thefirst half of its life. Teams may show little visible progressduring this time because members may be unable toperceive a use for the information they are generatinguntil they revise the initial framework.

y Midpoint:At their calendar midpoints, groupsexperience transitions-paradigmatic shifts in theirapproaches to their work-enabling them to capitalize onthe gradual learning they have done and make

significant

8/6/2019 ob&hrd(p)

14/17

Gersick's Punctuated E uilibrium

model contd.advances. The transition is a powerful opportunity for agroup to alter the course of its life midstream. But the

transition must be used well, for once it is past a team isunlikely to alter its basic plans again.

y Phase 2:A second period of inertial movement, takes itsdirection from plans crystallized during the transition.At completion, when a team makes a final effort to

satisfy outside expectations, it experiences the positiveand negative consequences of past choices.

8/6/2019 ob&hrd(p)

15/17

Wheelans IntegratedModel of

Group Developmenty Stage I Dependency and Inclusion The first stage of group

development is characterized by significant member dependency onthe designated leader, concerns about safety, and inclusion issues. Inthis stage, members rely on the leader and powerful group members to

provide direction. Team members may engage in what has been calledpseudo-work, such as exchanging stories about outside activities orother topics that are not relevant to group goals.

y Stage II Counterdependencyand Fight In the second stage of groupdevelopment members disagree among themselves about group goalsand procedures. Conflict is an inevitable part of this process. Thegroups task at Stage 2 is to develop a unified set of goals, values, and

operational procedures, and this task inevitably generates someconflict. Conflict also is necessary for the establishment of trust and aclimate in which members feel free to disagree with each other.

8/6/2019 ob&hrd(p)

16/17

Wheelans IntegratedModel of

Group Development contd.y Stage III Trust / Structure If the group manages to work through the

inevitable conflicts of Stage 2, member trust, commitment to thegroup, and willingness to cooperate increase. Communication becomesmore open and task-oriented. This third stage of group development,

referred to as the trust and structure stage, is characterized by moremature negotiations about roles, organization, and procedures. It isalso a time in which members work to solidify positive workingrelationships with each other

y Stage IV Work / ProductivityAs its name implies, the fourth stage ofgroup development is a time of intense team productivity andeffectiveness. Having resolved many of the issues of the previous

stages, the group can focus most of its energy on goal achievement andtask accomplishment

y Final Groups that have a distinct ending point experience a fifth stage.Impending termination may cause disruption and conflict in somegroups. In other groups, separation issues are addressed, and membersappreciation of each other and the group experience may be expressed.

8/6/2019 ob&hrd(p)

17/17