Chapter 9 Improving Group Dynamics such as Climate, Communication, Power, and Leadership.
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Transcript Chapter 9 Improving Group Dynamics such as Climate, Communication, Power, and Leadership.
Chapter 9
Improving Group Dynamics such as Climate,
Communication, Power, and Leadership
Climate
To increase the Communication Climate of the Group
Situation one should start by simply working on the Basics
Listen – think about what we have studied thus far about
listening effectively
Respect other members
Have a positive mindset
Expect 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 values
Engage 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 others
Make 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
Communication
Remember 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 others
All members of a group possess some degree of power.
Some factors tend to increase
a person's 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.
Types of Power:
Legitimate: title or position
Coercive
Expert
Power which comes from what other group members feel a
member knows or can do
Reward
Referent
Information
Power which comes from a member’s knowledge to help the
group reach its goal.
Leadership
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?
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
Authoritarian
Authoritative, take charge
Rely on legitimate, coercive, and reward power
“this is what to do and how to do it”
Best in stressful or time sensitive situations
Democratic
invite member involvement in decision making
“Suggestions anyone?”
Best when the situation is non-stressful
This style is more highly correlated with success
Laissez-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-Making
Majority Rule
Most people happy; some resentful
Minority Rule
Good for minor, relatively basic decisions
Expert Rule
Authority Rule
Good for quick decision or routine matter
Consensus
Greatest group satisfaction
Group Problem Solving
Problem-Solving
Reflective Thinking Process
Organized pattern of problem solving
Six steps:
1.
2.
3.
4.
5.
6.
Identify problem
sometimes this isn’t as clear as you think
Analyze problem
what criteria or guidelines should be followed in determining solutions
Develop Creative Solutions
do not evaluate at this step
Evaluate Possible Solutions
Implement the Plan
Follow up on Solution
Creative Solutions
Brainstorming
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 Technique
Each person:
Writes a list of ideas
Offers one idea which is placed on board
Privately ranks ideas on scale of 1-5
Top Ideas are kept and critiqued