. Bismilla Hir Rahma Nirraheem. GROUP DYNAMICS; MAKING GROUPS WORK Some objectives: By the end of this session each attendee will be able to : Identify.

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Bismilla Hir Rahma Nirraheem

GROUP DYNAMICS; MAKING GROUPS WORK

Some objectives:By the end of this session each attendee will

be able to :• Identify Group Dynamics Process and

Concepts and their Application in Implementing in organizational life.

• Describe Several Techniques for Effectively Handling Group Meetings

AGENDA• Group Development: A dynamic Process• Influencing Factors• The Leader as a Facilitator• The Recorder• Consensus Decision Making• Personality Styles: Identification and Management• Group Conflict: Analysis and Diagnosis• Summary and Evaluation

Group Development: Purpose of The Group

• Identify the Purpose as perceived by each individual member.

– Purpose of the Group– Reason for membership

• Identify the purpose as conceived by program plan:

– Purpose of the Group– Relationship to other Groups

continue

Group Development: Purpose of The Group

• Identify outcomes expected as a result of each individual group meeting:

– As effecting individual members.– As effecting the organization

• Identify outcomes expected as a result of the implementation of the program plan.

– As effecting individual members– As effecting the organization

Group Development: Important Contributions of Organizational

• They can do the bulk of the work of the organization

So Defined by the purpose/goal statement.• They provide an opportunity for specific

individualsTo do the kind of work for which they are especially suited

• They provide an excellent training round for new leaders. Continue

.• They can draw from the training and experience

of a wider representation of the organization• They permit wider participation of the member

of the organization.• The group members collectively have wider

contacts and can provide greater access to the means to accomplish the group goals.

• They provide a channel of direct communication and a reporting contact with decision makers.

Group Development: Selection of Members

• The Members:• Must have an interest in the purpose of the group.• Must have a relevant knowledge of skill.• Should be able to benefit them.• Should develop a greater identity with the

organization.• Should have access to resources. Continue

Group Development: Selection of Members.• Should be largely compatible with each

other.

• Should be largely compatible with the leaders.

• Could be selected as representatives:

– Representing different opinions or points of view.

– Representing different department or sub groups

– Representing Different geographic locations.

Group Developing : Influencing Factor• Group Size:• Studies have shown that group size should vary

according to need. IE: The ideal maximum for a Decision-making group is 7; the ideal maximum for a facto finding group is 14.

• Groups with an even number of members in attendance make more accurate decisions because they are less likely than odd numbered groups to resort to the simple process of voting

• Odd numbered group work faster.

Group space

• Seating arrangements and comfort• Floor plan arrangement (other

furniture/equipment)• Group member flow patterns]• Natural or electrical light• Window (amount and location)• Color and interior design• Acoustics and sound/noise• Temperature and humidity• Location of group space in relationship to other

member activities.

Group Time

• Irregular or consistent

• Time of day

• Day of week

• Duration of meeting

• Duration of Formal meeting

• Duration of entire meeting

• Duration of component parts

• Duration of member contributions

Group Cohesiveness:• Is the degree to which group members are of one

mind and thus can act as one body. Sometimes cohesiveness is thought of as group loyalty, group solidarity or group pride.

• Results form homogeneity of membership (common goal), stability of membership over time, and high status.

• In general creates more effective groups. Also, effective groups are more cohesive.

• Can be influenced by selection, transfer, location and other influencing factors.

• Can be established and enhanced by threats from “the outside”.

Group Culture, influence, and control

• A developed group becomes its own society. It ahs its own language, customs, rituals and ways of doing things.

• Group conversations often center around themes ( regardless of the relevance to group purpose).

• These themes are part of group culture.

Continue

Group Culture, influence, and control.

• A group can and will be influenced by power– From group members– From organizations

• A developed group can and will exercise power.

• Over group members

• Over organizations

Common Problems Encountered in Groups:

• Multi –headed animal syndrome

Every boding going off in different directions at the same time.

• Confusion between process and content

Are we talking about how to discuss the topic or what topic to discuss?

• Personal Attack

Attacking individuals rather than their ideas

Common Problems Encountered in Groups:

• Traffic ProblemDifficulty in leaping into the conversational flow and getting a chance to participate.

• Unclear roles and responsibilities

Who is supposed to be doing what.

• Manipulation by group leaderRubber-stamp meetings and abuse of process power to achieve personal objectives.

Common Problems Encountered in Groups:

• Data OverloadHaving to hold on the too many ideas in your head at one time.

• Repetition and Wheel spinning

Going over the same old ideas again and again.

• Win/Lose approaches to decision-making

Partial solutions, compromises, polarization and low commitment. Continue

Common Problems Encountered in Groups:

• Confused Objective and Expectations

Why did you call the meeting and what is the group supposed to be doing? Hidden agendas.

• Unresolved questions of power and authority

Do we have the power to make this decision?

Continue

Common Problems Encountered in Groups:

• Problem avoidance“Everything is fine”; “There are no problems around here”.

• General negativity and lack of challengeThere is nothing we can do about it, so why try.

• Communication ProblemsNot listening to or understanding what others are saying or making faculty assumptions. Continue

Common Problems Encountered in Groups:

• Poor meeting environmentsCan’t hear, can’t see, too stuffy, etc.

• Personality conflictsLack of openness and trust, underlying tension, racism, and sexism.

Continue

Lead

• To Guide on A Way• To Run in a Specified Direction• To Direct The Operations, Activity or

Performance• To Tend Toward a Definite Result

• Facilitate

To make Easier

Group Development: Responsibilities of the Leader:

• He/She is responsible to:

1. Call and conduct meeting

2. Give leadership to the group

3. Stimulate the group to its highest productivity

4. Organize the group to get things done

Group development: The Facilitator

Facilitator• Is a neutral servant of the group• Does not evaluate or contribute ideas• Focuses energy of group on a common task• Suggests alternative methods & procedures• Protects individuals and their ideas form attack• Encourages to participate

Continue

.• Helps the group find win/win solutions

• Coordinates pre-and post-meeting logistics

• To make some every body can be a winner

You me

• Aggressive - +

• Assertive + +

• Passive + -

Specific Techniques:

• Clearly Define your role• Get agreement on a common problem & process

before beginning• Boomerang questions back to group members.• Be positive-compliment the group.• Don’t talk too much• Support the recorder• Don’t be afraid to make mistakes• Help to educate the group

Group development: Group Memory/Agenda

• Sample Format:

Title of Group Date and Time Location

Agenda• Call to order• Attendance• Review last Meeting• Topics• Processes• Outcomes to Date• Unfinished business• New business• Topics for Next Meeting• Processes• Planned outcomes• Adjournment

The Recorder

• Listen for key words

• Try to capture Basic Ideas, The essence

• Don’t write down every word

• Write legibly, print or write and inch or an inch and a half high

• Don’t be afraid to misspell Continue

The Recorder

• Abbreviate words

• Circle key ideas, statements, or decisions

• Vary color; use colors to highlight and divide ideas

• Underline

• Use stars, Arrow, Numbers, Etc.

• Number All the Sheets

Group Memory• Helps group to focus on a task by providing

physical point of attention• Is an instant record of a meeting’s content and

process; it keeps meeting participants informed not only about what they decided but how they reached their decisions.

• Guard against data overload by providing a short-term memory (your can only juggle about seven pieces of information in your head the group memory can keep track of hundreds).

Continue

Group Memory

• Remembers your ideas (you experience a psychic release because you don’t have to hold on to them in your head).

• Free you from taking notes.• Assures you that when you that when your ideas

has been recorded, it has been heard by the rest of the group.

• Enables you to check to be sure that ideas are being recorded accurately.

• Helps prevent endless repetition. ( you can pint to an item whenever an ideas has already been recorded. Continue

Group Memory

• Proves a graphic display, which is edsential for presenting visual information, drawing diagrams, and working with spatial relationships.

• Makes sophisticated problem-solving methods possible by holding on to information developed in one step of a method for use in a latter step( for example, it holds on to ideas during a brainstorming session so they can be evaluated latter.

Group Memory

• Encourages participation because it respects individuals ( anyone can see that everyone’s ideas is important enough to be written down).

• Record an idea without the name of the contributor, which depersonalizes it and transfers “Ownership” to the group and thus the original owner can let go of it, get a better perspective on its value and validity, an other group members can view it divorced from a personality or vested interest.

• Increases your sense a accomplishment because you can see all the work you have done on the walls surrounding you. Continue

Group Memory• Offers continuity to a meeting (you can pick up

where you left off before a break.• Makes it easy to catch up latecomers or people

who could not attend a meeting they can review conclusions as well as the process by which the conclusions were reached.

• Reduces accountability problems: names, action items, and deadlines can be recorded during a meeting to avoid later confusion and ambiguity about tasks or responsibilities.

• Is low-cost, easy to use, and available to any group that wants to increase its effectiveness.

Action that Frequently Results From Group Process:

• Ideas are accepted

• Chance is implemented

• Change is rejected

• Action is postponed

• Ideas is returned to group for additional work

• Ideas is referred to other for additional work

Decision Making Options

• Alternative Decision Making Methods & Their Most Probable OutcomesDecision Making Methods outcomes

• Riot• Strike Lose/Lose• Protest• Majority Vote• Arbitration Win/lose• Jury trial Continue

Decision Making Options

• Collective Bargaining with Mediation

• Collaborative Problem SolvingWin/Win

• Consensus Decision Making

Quality + Acceptance = Effectiveness of the Decision

Continue

Causes of Indecision in Groups.

Fear of the Consequences of the Decision• Fear of the consequences of the action• Who carries the responsibility• What would be the result to the group; to

the individual members ( especially powerful or influential persons)

• Fear of not being able to live up to a defined expectation

• Fear of change

Decision Making Options

Conflicting Loyalties

• Rarely effects many members at the same time

• Need to be surfaced in order to be resolved

Decision Making Options

Interpersonal Conflict

• Personal difference of personality or viewpoint

• Usually contains elements of both rationality and emotion; difficult to separate

Decision Making Options

Poor Operating Procedures

• Excessively rigid guidelines may cause a vote prior to full exposure of differences

• The group may not know data collection/decision-making techniques

• Some members may assume that a vote represents consensus

Decision Making Options

• Poor Leadership• Restriction of group thinking to personal

ideas• Forcing rather than leading the group

thought the use of procedures and techniques

• Leader being unaware of the motivations and standards of the group

Hidden Agendas

• Look for Hidden Agendas that are Present. Recognition of probable individual or group hidden agendas is the first step. This diagnosis is the necessary first step before intelligent action can be taken. Unless everyone is willing to admit that hidden agendas are present, they cannot be handled effectively. Continue

Hidden Agendas

• Remember that he Group is continuously working on two levels At Once. That is, both surface and hidden agendas are present. Consequently, it may not move as fast on the surface task as the leader might with. That task may be in conflict with a hidden agenda which one or more members may have. Continue

Hidden Agendas

• Try to encourage the group to bring its hidden agendas to the surface. The leader may say, for example, “I wonder if we have converted all aspects of the issue. Maybe we should take time to go around the table so that any further thought can be discussed.” At least nobody could then leave the meeting feeling he or she had not been given adequate opportunity to participate.

Continue

Hidden Agendas

• BE AWAR THAT WHEN HIDDEN AGENDAS ARE LAID ON THE TABLE AND DISCUSSED, THEY ARE EASIER TO HANDLE. But some hidden agendas would hurt the group more if they were discussed openly. A leader or group member needs to be sensitive to this possibility and to try to recognize what the group can and cannot face at a given point.

Hidden Agendas

• DO NOT SCOLD OR PRESSURE THE GROUP BEACAUSE IT HAS HIDDEN AGENDAS. They are present and can be important. They sometimes need to be considered before the surface agenda. Preventing them from being considered could alienate members of the group from participating in the stated group task.

Continue

Hidden Agendas

• Help The Group to remove Feelings of Guilt about Hidden Agendas. As groups are aided to bring out into the open some of the hidden agendas and to treat them legitimately, there will be a decrease of gilt feelings about them and a tendency to lay more of them on the table. The leader might say, “We certainly would expect that each of us might see things somewhat differently. We certainly shouldn’t feel guilty about wanting different things accomplished. That is all part of the many differences that make up a group. Continue

Hidden Agendas

• Helps the Group work out methods of Solving Their Hidden Agendas. Just as it Develops Method of handling the surface Agenda. Such methods may very. Basically they call for opening up the problem,, collecting as much relevant data as possible , and seeking a solution based on such data. Obviously, data relating to the individual’s feelings and problems are as important as other information. Problem-solving methods are useful in solving hidden agendas, because the mere presence of such agendas usually creates a problem within the group. Continue

Hidden Agendas

• Help The Group Evaluate its Progress In Handling Hidden Agendas. Each experience should indicate better ways of more openly handling future hidden agendas. As groups grow in maturity and strength, the number of agendas that remain hidden is definitely reduced. Short evaluation session, either the last fifteen minutes of a group meeting, or one meeting out of a series of meetings, can be very profitable to a group. In such sessions a group can review and recognize how many more problems it can discuss freely and how much more confidence the group members have in themselves and each other. Continue

.• Proves a graphic display, which is essential for

presenting visual information, drawing diagrams, and working with spatial visual information, drawing diagrams, and working with spatial relationships.

• Makes sophisticated problem-solving methods possible by holding on to information developed in one-steps of a method for use in a later step (for example, it holds on to ideas during a brainstorming session so they can be evaluated later).