Group Dynamics

Group
Concept of group
A group is a collection of two or more individuals. A group is an
aggregation of people.
They interact with each other. They are aware of one another.
They have a common objective. They perceive in themselves to be a
group.
Definition of group
“Any group may be defined as two or more persons who are in
communication over an appreciable period of time and who act in
accordance with common function or purpose.” Eiredge and Merill
Characteristics of group
Two or More Persons : A single individual can not form a group. For group
formation, at least two persons are must. There is no specific limit on the
maximum number of persons to form a group.
Collective Identity : Each group member knows one another. Each member of
the group perceives that he/she is a part of group.
Interaction : There is an interaction among the members of the group. Each
member shares his ideas with others through different communication methods
such as face-to-face, in writing, over the telephone and across a computer network.
Common Purpose : The members of the group work to achieve some common
objective or purpose. In fact, it is the common purpose that binds the group
members together.
Types of groups  
1. Formal groups- established by the organization to perform organizational work.        
o Command group- specified by the organization chart and comprised of employees
who report directly to a supervisor.    
o Task group- comprised of employees who work together to compete a particular
task/project; e.g., self managed teams (SMTs).    
2. Informal groups- natural groupings of employees that form to fulfill social needs,
evolving naturally.    
o Interest group- established to meet a mutual objective (a group formed to lobby
management for more fringe benefits).    
o Friendship group- formed because members have something in common.
Natural and Planned formation of Group
Natural formation of Group
A group formed by a family, kinship (relationship by blood), relatives etc
is the natural group.
There is natural relation between the members of a naturally formed
groups so, there is no need to unite the members.
Such groups exists due to respect to the elders and love to the young
members.
Generally elders are the leaders of naturally formed groups.
Planned formation of Groups
A group formed by social organization in-group and out-groups etc. is
referred to as a planned group.
The members of planned group should always have to remain united.
A qualified and experienced leader is selected in a planned group.
It is the duty of leader to disclose every aspect of the problems and
solutions to every members.
Group Dynamics
Group dynamics is concerned with
the interaction and forces between group members and a social system.

gaining knowledge of groups, their development and their effects on

individual members and the organization in which they function
Group dynamics refers to changes which takes place with in group and is
concerned with interaction and forces obtained between group members
in social setting .
It’s the study of forces operating with a group.
Group Dynamics
Definition:
The group dynamics is the direct or indirect group force which affects the
attitude and behaviour of group or its members. It is useful to apply the
principles of group for giving effective health education
Group dynamics means the change of behaviour through interaction in
the group. It refers to the forces which operates the group situation.
Propositions about groups
There are five propositions about individuals, groups and group
dynamics :
1. Group do exist.
2. Groups are inevitable and ubiquitous.
3. Groups mobilize powerful forces.
4. Groups may produce good and bad consequences.
5. Groups dynamics permits desirable consequences.
Stages of growth group formation
Stage 1. Individual oriented stage
Stage 2. Emotional status and conflict
Stage 3. Consolidation phase
Stage 4. Cohesion or Cohesiveness
Stage 1. Individual oriented stage
It is an individual centered stage in which people are called to get a group
formed.
When people come together or have been called to form group, it is usual
for the members to be curious to know the purpose of the group and the
meeting.
Even if there has been a clear cut announcement or notice for calling the
group for the meeting, the members may have an inquiring nature to know
various things about groups and its purpose.
Further they would be anxious to know one another and get acquainted to
them and know their status and life background etc.
Individual oriented stage
It is also necessary to establish one’s own status in a group.
The members will somewhat be unsettled and restive when they first see
each other. There may be many reasons or initial stage of uncertainty of
purpose. This stage is therefore called an individual oriented stage.
Though the individuals are assembled, they are not bounded in to a
group.
It is somewhat loose and unclear. Every member does not get settled.
Stage 2. Emotional status and conflict
After initial introductory period, during the period of discussion, the member may
exhibit two types of behavior.
One they may come out with strong opinion and ideas and another some
members may feel shy or may be suppress their feelings and comments.
There may be the different views, points on the same subject because the
members have not understood the inner feeling of the other and also could not
have appreciated the underlying objectives, goals and targets.
The difference of opinion may only lead to the emotional ups and downs among
the members and conflict due to difference in opinion and there may be
differences in between leaders and members, majority and minority and where
subgroup formation occurs.
Emotional status and conflict
It is very difficult stage for group if it the conflict is not resolved in time by
developing the mutual understanding and coordination between group
members, it is wise to advance ahead.
At first the members may not know or recognize the others as they hail
from different background and have different emotional planes.
They can learn to identify a proper leadership.
It takes long time because the members have wide diversity of status and
background, but if the group is homogenous the emotional state does not
go lasting because of fairly fast development of understanding by the
group members.
Stage 3. Consolidation phase
Only a few groups reach the consolidation stage such that it can be sure
of its viability and togetherness, commitment and confidence of further
progress and above all an understanding of mutual interest credibility
and integrity.
If it is maintained the group has a bright prospects of consistent effort
and achievement.
This stage will mark the establishments of cordial relations amongst the
members and the beginning of a healthy frame work.
Stage 4. Stage of Cohesion
This is the ultimate stage, which groups can reach and fully formed.
The members have no individual identity and they have joined hands and
establishments of we feelings whenever they meet with the specific purpose of
achieving something, not merely for the shake of meeting.
They are fully committed and task oriented, and it is referred to as matured
group (Thinking, decision, move forward about the group).
At this stage , they do not feel the need for a permanent leadership. Every
member respects the other members and is prepared to accept opinion of any
other member readily and bring about unanimous agreement.
They do not make any offensive statement / unpalatable comments
Stage of Cohesion
No member dominates or blocks.
The performance of each member is essentially task oriented and of a
higher standard.
They are fully conscious about its own operation, review its performance
objectively and seeks expertise or any kinds of resources from outside if
necessary.
There is no struggle for power and no tendency to dominate the others.
Group Roles
Positive roles
Negative roles or blocking roles
Group-building roles
Group maintenance roles
Group task roles
 Positive roles
Positive roles promote trustworthiness, cooperation and mutual respect for others
that allow a team to function efficiently and effectively include the following:
Inspiring others- encouraging participation by calling on others.
Relieving anxieties- making light when appropriate and recommending stress
reducing activities.
Showing empathy- asking others about their feelings towards the team and
their responsibilities.
Solving interpersonal problems
Listening actively- making team members feel wanted, welcome and necessary
for contributing.
 Negative roles or blocking roles
Negative roles reduce a team from operating efficiently and effectively by
discouraging participation, trust and cooperation include the following:
Blocking- disagreeing with everything that is proposed.
Controlling- trying to dominate the team by demanding, calling out
others, and asserting control.
Playing- distracting the team with jokes and gags that waste time and
prevent focused discussion.
Rambling- using any opportunity to speak and always chiming in on
others’ statements.
Withdrawing- avoiding discussions, not sharing or participating, skipping
meetings.
Group-building roles
The group building roles are those roles which the members have to perform
together to form the group and to give it viability and proper direction for
functioning.
 Selection of members

 Collection of members

 Introduction and understanding members

 Electing a leader, recorder, observer, technicians etc.

 Explaining the purpose and goal of the meeting

 Standard setting (Announcement of code of conduct, decorum, norms to be

observed, norms of members for participation)
Group maintenance roles
The group maintenance roles are those roles by which the group can maintain its
cohesion, as well as we feeling, oneness, sense of belongingness, commonness, feeling
of unity etc.
The group maintenance role that have to be played for keeping the groups business
ongoing smoothly and as quickly as possible are;
 Initiation

 Encouraging: Encourage members to participate in discussion

 Moderator: To avoid domination of certain members and to elicit a balanced view of all
members to arrive at a consensus role moderating is required.
 Harmonizing: To maintain friendly atmosphere amongst the members, to bring cheer
and mutual give and take
Group maintenance roles
Contd….
 Gate keeping: To make or appreciate the active participation in the group,
to ensure that the particular person comes out with comments and
suggestion relevant to the issue should be called up at right time. To
discourage/restrict, useless/unproductive participation
Tension reliving: To solve or minimize aggressiveness or conflict among
members
Following: It denotes the tendency on the part of members to move along
passively to accept the ideas of another members.
Group task roles
The roles keeps the group to move towards goal. The members discuss on the
problems and seek the solution.
The roles that the members play to discuss the problem and its various aspects and
closer examination and the possible solutions that occur to them individually are
known as group task roles.
The group task roles are:
Initiation: Introduces the subject or problem for discussion

Information seeker: Information seeking is a role to be played in the group.

Information giver: A person among the members who give authentic or correct
factual scientifically proven information.
Group task roles
Contd…
 Opinion seeker: Before expressing opinion get the support of the other members by
asking for their opinion
 Opinion giver: The role in which the member expresses the opinion and says it with
confidence to assure the others.
 Elaborator: When the subject of discussion is not clear enough and some elucidation is
required , one of the members who is fully conversant with the problems and probably
with the solution also may take the role of elaborator
 Coordinator: In the group there may be different members of different capabilities,
structure, background and interest, so someone has to play a coordinator role to call upon
different members to participate freely and contribute effectively.
Group task roles
Contd…
 Recorder: It is always advantageous for a group to elect and nominate a member to take
the function of the recorder of the proceedings of the discussion.
 Orienter: Informing group frequently about the goals and also indicating how far the
group is moving towards the goal.
 Energizer : If the group is loosing interest and tries to go astray/divert from discussion, a
member can act as energizer who can energize the group to track again.
 Observer: The observer keeps the notes on inner feelings, emotions, attitudes, verbal
expressions, gestures of different members when they are interacting.
 Evaluator: Evaluation of task role of the group, performance of various members, growth
of the group etc.
Group problems and their effects on
community health programs
In spite of the best of intention groups are often faced with group
problem.
Such problems crop up now and then imped the progress of the
group.
It is always seen that when the members are assigned their roles
the group has specific goal to reach, individual differences of
opinion or any of the negative roles played by some individual will
obstruct the group process
Group problems and their effects on
community health programs
Apathy or non participation
Conflict
Inadequate decision making and hip pocket decision.
Hidden agenda
Blundering methods
Inadequate of leadership
Apathy or non participation
Is a lack of feeling, emotion, interest and concern.
An apathetic individual has as absence of interest in or concern about
emotional, social, spiritual, philosophical or physical life and the world.
Non participation : The fact or condition of not being involved with or
participating in something.
Conflict
It refers to some form of friction or discord arising with in a group when
the beliefs or actions of one or more members of the group are either
resisted by or unacceptable to one or more members of another group.
An active disagreement between people with opposing opinions or
principles.
Inadequate decision making and hip
pocket decision.
Inadequate decision making:
Not good enough or too low in quality.

Too small in amount.

Hip pocket decision:

In some uncertain or uncomfortable moments the leader or any expert may be
able to provide a sudden help by keeping the solution ready in anticipation .
In such situation the leader or the expert anticipates such a pause or halting in the
group and is already prepared with a solution which he just processes or feeds in
as a surprise to the group this is called a hip pocket decision.
Hidden agenda
If you say that someone has a hidden agenda, you are criticizing them
because you think they are secretly trying to achieve or cause a particular
thing, while they appear to be doing something else.
Blundering methods
To move or act blindly, stupidly or with out direction or steady guidance
To make a gross or stupid mistake, especially through carelessness or
mental confusion
Inadequate of leadership
Leadership- The action of leading a group of people or an organization or
the ability to do this
Inadequate of leadership – Not good enough or too low in quality
Conflict and conflict
resolution
Conflict
Conflict can be defined in many ways and can be considered as an
expression of hostility, negative attitudes, aggression, rivalry and
misunderstanding .

Conflict may emerge between different organisations or within

organisations , or between organisations and their social and political
environments .
Definition
According to Joe Kelly , “ Conflict is defined as opposition or dispute
between persons, groups or ideas ”.

According to Follett, “ Conflict is the appearance of difference ,

difference of opinions, of interests ” .

A conflict is serious disagreement or argument between two or more

person
Types/Classification of conflict
Conflict

Individual Group level Organization

level conflict conflict level conflict

Intra Inter Intra Inter Intra

Intra Org
Individual individual group Group Org
Conflict
conflict conflict conflict conflict Conflict
Functional Conflict
Functional conflict also called Constructive Conflict, results in benefits
to individuals, the team, on the organisation.
Functional conflict works towards the goal of an organisation or a group.

On positive side, conflict can bring important problems to the surface so
they can be addressed.
Functional Conflict
It can increase the amount of information used in decision-making.

It can offer opportunities for creativity that can improve performance .

An effective manager or team leader is able to simulate constructive

conflict in situations in which satisfaction with the status quo is holding
back needed changes and development.
Dysfunctional Conflict
Dysfunctional conflict, or Destructive conflict, works to the disadvantage
of an individual or team.

It diverts energies, hurts group cohesion, promotes interpersonal

hostilities, and overall creates a negative environment for workers.

Dysfunctional conflict blocks an organisation or a group from reaching

its goal.
Dysfunctional Conflict
This type of conflict occurs, e.g., when two members are unable to work
together because of interpersonal differences – a destructive emotional
conflict – or when the members of a work unit fail to act because they
cannot agree on task goals – a destructive substantive conflict.

Destructive conflicts of these types can decrease performance and job

satisfaction as well as contribute to absenteeism and job turnover .
Effects of Conflict
Conflict has both Positive and Negative effect.

It can be positive when it encourages creativity, new looks at old, the
clarification of points of view, and the development of human
capabilities to handle interpersonal differences.

Conflict can be negative when it creates resistance to change, establishes

turmoil in organisation or interpersonal relations fosters distrust, builds
a feeling of defeat, or widens the chasm of misunderstanding.
Positive Effects of Conflict
Acts as Motivating Factor : Motivate individuals to do better and to
work harder. One’s talents and abilities come to the forefront in a conflict
situation.
Acts as Need Satisfier : Satisfy certain psychological needs like
dominance, aggression, esteem and ego and thereby provide an
opportunity for the constructive use and release of aggressive urges.
Positive Effects of Conflict
Create Understanding: Facilitate an understanding of the problem,
people and interrelationships between people, better coordination
among individuals and departments, in addition to strengthening
intragroup relationships, etc.

Introducing Variety: Add variety to one’s organisational life, otherwise

work life would be dull and boring.
Negative Effects of Conflict
Drop in Productivity : Allowing a conflict to continue means that
employee attention becomes more focused on the conflict and not on
productivity.

Lack of Direction: Conflict can sometimes arise when management is

unable to communicate the direction of the company to employees.
Conflict will erupt as employee are allowed to interpret changes within
the company in their own way.
Negative Effects of Conflict
Lack of New Ideas: Groups in conflict tend not to collaborate on new
ideas. When conflict goes unresolved it can be difficult to create new
ideas, the company needs to solve problems it is facing.

Affects Quality of Work: If conflict is allowed to go on long enough,

the parties involved may begin to show more interest in the conflict than
in doing their jobs properly. Product quality can suffer and in some cases
the safety of the employees can be jeopardy as well.
Resolution of Conflict
Conflict resolution or management is the process of planning to avoid
conflict where possible and organising to resolve conflict where it does
happen, as rapidly and smoothly as possible.
Conflict resolution is the principle that all conflicts cannot necessarily be
resolved, but learning how to manage conflicts can decrease the odds of
non-productive escalation.
Effective conflict resolution skills can make the difference between
positive and negative outcomes .
 Methods of Conflict Resolution
It is important to note that there is no one way to resolve a conflict and often managers
will need to utilize multiple methods in order to reach a resolution.
Avoiding (I lose you lose)
Avoiding is when people just ignore or withdraw from the conflict.
The Avoiding Method is a way of handling conflict by making an active
decision to not handle the conflict.
This is best used for situations that are not work related and should be
solved through another means.
When conflict is avoided, nothing is resolved.
Competing (I win you lose)
Competing is used by people who go into a conflict planning to win.

They’re assertive and not cooperative.

This method is characterized by the assumption that one side wins and
everyone else loses.
It doesn’t allow room for diverse perspectives into a well informed total
picture.
Competing might work in sports or war, but it’s rarely a good strategy for
group problem solving.
Accommodating (I lose you win)
Accommodating is a strategy where one party gives in to the wishes or
demands of another.
They’re being cooperative but not assertive.
This may appear to be a gracious way to give in when one figures out s/he
has been wrong about an argument.
It’s less helpful when one party accommodates another merely to preserve
harmony or to avoid disruption.
Like avoidance, it can result in unresolved issues.
Too much accommodation can result in groups where the most assertive
parties commandeer the process and take control of most conversations.
Collaborating (I win you win)
Collaborating is the method used when people are both assertive and
cooperative.
A group may learn to allow each participant to make a contribution with
the possibility of co-creating a shared solution that everyone can
support.
A great way to collaborate and overcome conflict is to reach out and
touch them.
Compromising (We both with, we both lose)
Another strategy is compromising, where participants are partially
assertive and cooperative.
The concept is that everyone gives up a little bit of what they want, and
no one gets everything they want.
The perception of the best outcome when working by compromise is
that which “splits the difference.”
Compromise is perceived as being fair, even if no one is particularly
happy with the final outcome.
Process of Conflict Resolution
1. Clarify what the disagreement is. 
Clarifying involves getting to the heart of the conflict.
The goal of this step is to get both sides to agree on what the
disagreement is.
Discuss what needs are not being met on both sides of the conflict and
ensure mutual understanding.
Obtain as much information as possible on each side’s point of view.
Continue to ask questions until you are certain that all parties involved
(you and those on either side of the conflict) understand the issue.
2. Establish a common goal for both parties. 
In this step of the process, both sides agree on the desired outcome of
the conflict.
“When people know that they’re working towards the same goal, then
they’re more apt to participate truthfully to make sure that they reach
that end goal together.”
Discuss what each party would like to see happen and find a
commonality in both sides as a starting point for a shared outcome.
That commonality can be as simple as “both sides want to end the
conflict.”
3. Discuss ways to meet the common goal. 
This involves listening, communicating, and brainstorming together.
Continue with both sides working together to discuss ways that they can
meet the goal they agreed on in step 2.
Keep going until all the options are exhausted.
4. Determine the barriers to the common goal. 
In this step of the process, the two parties acknowledge what has
brought them into the conflict and talk about what problems may
prevent a resolution.
Understanding the possible problems that may be encountered along
the way lets you proactively find solutions and have plans in place to
handle issues.
Define what can and cannot be changed about the situation.
For the items that cannot be changed, discuss ways of getting around
those road blocks.
5. Agree on the best way to resolve the conflict. 
Both parties need to come to a conclusion on the best resolution.
Start by identifying solutions that both sides can live with.
Ask both sides and see where there is common ground.
Then start to discuss the responsibility each party has in maintaining the
solution.
It’s also important to use this opportunity to get to the root cause to
ensure this conflict will not come up again.
“A lot of times when we try to fix problems, we get so caught up in fixing
it that we do not identify what we need to do so it doesn’t happen.”
6. Acknowledge the agreed upon solution and determine the
responsibilities each party has in the resolution. 
Both sides need to own their responsibility in the resolution of the
conflict and express aloud what they have agreed to.
After both parties have acknowledged a win-win situation, ask both
parties to use phrases such as “I agree to…” and “I acknowledge that I
have responsibility for…”