HR 61B

1
HR 61B

• SESSION 3 4

2
Browns Elementary Processes

• Becoming a Group member
• Developing interdependence
• Balancing Task and maintenance Issues
• Developing Cohesion
• Developing Norms
• Rupert Brown Group Processes 2nd Ed.

3
Membership (1)

• Pre-membership Investigation, evaluation
  decision
• This stage involves the individual as a
  prospective group member trying on the group to
  determine whether there is a good fit
• Compatibility of goals, values, beliefs, needs
• Scope for the individual to identify with the
  group
• Rewards and costs of membership (e.g. Homans
  Social Exchange Theory)
• Prior experience of groups
• It applies only to situations in which membership
  is a choice
• NB. selection process is usually mutual group
  choosing the individual individual choosing the
  group

4
Membership (2)

• Impact of membership on self-definition and
  self-image Manifested
• in adopting group descriptors when introducing
  oneself
• Wearing of emblems, pins, buttons, uniforms to
  declare membership
• Internalizing group performance (success/failure)
  as part of self-evaluation

5
Initiation

• Processes through which the group puts new
  members in order for them to earn membership
  and to nurture their affiliation
• Such processes emphasize the distinctiveness of
  the group and facilitate identity transition
• Rites rituals
• Access to benefits privileges
• Celebrations of full membership
• They socialize new members into the groups norms
• They begin to foster loyalty to the group

6
Developing Interdependence

• Lewin identified Fate and Task
  interdependence as two levels of interdependence
• Fate interdependence occurs when members find
  themselves facing a common outcome without choice
• This form of interdependence does not usually
  foster collective behaviour

7
Task Interdependence

• This occurs where each members achievement is in
  some way contingent upon the achievement of
  others
• Task interdependence fosters collective behaviour
  especially when the shared achievement was the
  reason for the groups formation
• Co-operative and competitive structures have
  different implications for group performance, the
  former resulting in greater cohesion and
  performance than the latter

8
Balancing Task and Maintenance

• Group membership is effective for its members
  when there is attention to both the task outcomes
  and the quality of interactions among members.
• Group Maintenance refers to quality of
  interactions
• Individual differences may determine the
  contribution made by members to task
  accomplishment and group maintenance

9
Behavioural Tendencies of members

• Self- centred
• Task- centred
• Relationship-centred

10
Self-centred behaviour

• Associated with emphasis on personal goals, needs
  and values.
• Dominant in the early stages of the group's life
  when the transition has not been made to a group
  perspective.
• Goals are unclear, integration of personal needs
  has not been achieved and inter-dependence has
  not yet come to be valued.
• Examples Withdrawal, aggression, domination
  talking without listening blocking others

11
Task-centred behaviour

• Associated with emphasis on achieving the goal of
  the group.
• Dominant when the need for achievement is high
  among members, when deadlines and outcomes are
  important and the group's focus is on doing what
  has to be done
• Examples Clarifying tasks, co-ordinating,
  facilitating, explaining, gate-keeping,
  information-seeking, problem-solving. Such
  behaviours are also designated as Task Roles.

12
Relationship-centred behaviour

•  Associated with members' emphasis on fostering
  allegiance to the group.
• Dominant when the need for affiliation is high
  among members
• Establishment of norms and shared values has
  become a priority
• Climate of collaboration and association is
  important.
• Examples Supporting, organizing breaks,
  clarifying, conflict management, involving
  others. Such behaviours are also designated as
  Maintenance Roles.

13
Group Roles - Individualistic

• Aggressor
• Blocker
• Recognition-seeker
• Self-confessor

• Playboy
• Dominator
• Help-seeker
• Special interest pleader

14
Team Roles Group Tasks

• Initiator-contributor
• Information seeker
• Opinion seeker
• Information giver
• Opinion giver
• Elaborator

• Co-ordinator
• Orienter
• Evaluator-critic
• Energiser
• Procedural technician
• Recorder

15
Group Maintenance Roles

• Encourager
• Harmonizer
• Compromiser
• Gate keeper Expediter

• Standard setter or ego-ideal
• Group observer and commentator
• Follower

16
Developing Cohesion

• Creating a group environment and experience in
  which members stick together and want to remain
  together
• Cohesion is a complex quality of groups involving
  several variables
• Proximity
• Affinity among group members
• Similarity
• Group goals
• Collaboration on tasks

17
Developing Norms

• Establishing of guidelines for membership,
  behavioural patterns, leadership followership,
  communication, task-maintenance balance, quality
  of group life

18
Structural Aspects of Small Groups

• Leadership
• Communication

19
Primary Leadership Issues in Groups

• How when leadership issues emerge
• How the group manages Leadership issues
• Bases on which leadership influence is exerted
• Power vs. leadership
• Impact of leadership and power in the group
• Ability of leadership to facilitate group
  transformation

20
Leadership Group Dynamics

• Primary Questions in Small Group Leadership
• How and when the leadership issue emerges At
  the outset when there is little goal clarity,
  uncertain relationships and no structure

21
How When Leadership Issues emerge in Groups

• Usually in transitions from self-centered-task-cen
  tered-relationship centred phases
• When individuals feel the need for a force to
  create commitment to a higher objective and
  foster direction and cohesion
• When the group needs/encounters change

22
How When Leadership Issues emerge in Groups

• When group members need a force to moderate
  between individual desires, needs, Motives and
  personalities

23
How the group manages the leadership issues

• Prolonged storming over influence and allegiance
• Self direction
• Shared leadership on the basis of need
• Formal selection process

24
Communication Patterns

• Communication is an essential ingredient in the
  evolution of groups
• It is the medium through which members
  participate in the group experience
• The initial concern with communication in groups
  is the pattern who communicates with whom, in
  what manner and with what effect?