A useful component in your management toolkit is knowing how to use group dynamics to achieve better outcomes. Here are some points to reflect on – taken from Ivancevich and Matteson’s textbook on organisational behaviour.
Group Structure
The group is composed of heterogeneous, generally competent personnel who bring to bear on the problem diverse frames of reference, representing channels to each relevant body of knowledge (including contact with outside resource personnel who offer expertise not encompassed by the organisation), with a leader who facilitates the creative process.
Group Roles
Each individual explores with the entire group all ideas (no matter how intuitively and roughly formed) that bear on the problem.
Group Processes
The problem-solving process is characterised by:
- Spontaneous communication between members (not focused on the leader).
- Full participation from each member.
- Separation of idea generation from idea evaluation.
- Separation of problem generation from generation of solution strategies.
- Shifting of roles, so that interaction that mediates problem solving (particularly search activities and clarification by means of constant questioning directed both to individual members and to the whole group) is not the sole responsibility of the leader.
- Suspension of judgement and avoidance of early concern with solutions, so that the emphasis is on analysis and exploration, rather that on early commitment to solutions.
Group Style
The social-emotional tone of the group is characterised by:
- A relaxed, nonstressful environment.
- Ego-supportive interaction, where open give-and-take between members is at the same time courteous.
- Behaviour that is motivated by interest in the problem, rather than concern with short-run payoff.
- Absence of penalties attached to any espoused idea or position.
Group Norms
- Are supportive of originality and unusual ideas and allow for eccentricity.
- Seek behaviour that separates from content in evaluating information and ideas.
- Stress a nonauthoritarian view, with a realistic view of life and independence of judgement
- Support humour and undisciplined exploration of viewpoints.
- Seek openness in communication, where mature, self-confident individuals offer “crude” ideas to the group for mutual exploration without threat to the individuals for “exposing” themselves.
- Deliberately avoid giving credence to short-run results or short-run decisiveness.
- Seek consensus but accept majority rule when consensus is unobtainable.
Source: Ivancevich J M and Matteson M T (1987) Organisational Behaviour and Management. Plano, Texas: Business Publications. p.599)