Groups Test
Quiz yourself by thinking what should be in
each of the black spaces below before clicking
on it to display the answer.
Help!
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| Name two groups in which you have been a part of | show 🗑
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| Why should we study groups? | show 🗑
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| Group dynamics are an interdisciplinary field. Provide some examples: | show 🗑
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| show | Three or more interdependent individuals who can mutually influence one another through social interaction.
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| show | changes the dynamics of the communication dynamics.
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| How do groups differ from collectives? | show 🗑
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| show |
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| what problems do work groups face? | show 🗑
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| show | 1. formal
2. informal
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| show | 1. command groups
2. task groups
3. boards
4. commissions
5. self-regulated
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| show | 1. Interest groups
2. Social groups*
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| *Group Development | show 🗑
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| show | living systems
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| show | 1. forming
2. storming
3. norming
4. performing
5. adjorning
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| forming | show 🗑
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| show | figure out how to do the task (conflict)
Facilitation: Let them know conflict is normal. Conflict can also be beneficial
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| show | sometimes called the cohesion stage, creates group norms
Facilitation: Be sure they capture what they work on and it is an opportunity for feedback
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| performing | show 🗑
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| adjorning | show 🗑
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| 3 types of group development models | show 🗑
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| Bales equilibrium model (cyclical) | show 🗑
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| Punctuated equilibrium: | show 🗑
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| Gersick's punctuated equilibrium | show 🗑
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| Individual socialization into the group | show 🗑
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| Socialization model | show 🗑
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| *End ppt 1 | show 🗑
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| show | voicethread 1
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| Fishbone diagram created by | show 🗑
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| show | Head: effect(y)
Bones(factors)->people, procedures, policies, methods, machines, materials, manpower, surroundings, suppliers, systems, skills.)
side bones: causes and why
UNCOVER THE ROOT PROBLEM.
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| show | 1. state problem
2. identify possible major factors
3. ask why for each factor
4. turn it around... can you say factor or bone caused the problem?
5. verify root cause
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| show | pattern of relationships.
how the members are interconnected.
complex network of interconnections.
role the groups takes on
the status
the attraction
communication patterns
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| role differentiation is: | show 🗑
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| show | pertain to the work of the group
what brings people together and is related to performance
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| show | pertain to the relations among members
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| show | tend to become specialized over time
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| task and relationship role demands: | show 🗑
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| Benne & Sheats proposed different task roles: | show 🗑
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| show | encourager, harmonizer, compromiser, gatekeeper, stand setter, follower, commentator
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| show | roles form as a function of the relationship with external environment.
scout, ambassador, sentry, guard, immigrants- info that goes in and out of group
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| show | r*coordination oles are based on the integration of the groups. orientation, time, coordination, motivation, systems monitoring, procedure maintenance, response distribution
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| status network: attraction network: | show 🗑
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| communication: formal and informal paths that define who speaks to whom most frequently | show 🗑
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| four person networks: five person networks: | show 🗑
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| 3 tasks types thompson 1967 | show 🗑
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| Steiner 5 individual inputs combined to yield a group product | show 🗑
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| show | ind. inputs are added together
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| compensatory | show 🗑
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| show | group selects 1 solution of product from a pool of member's solutions or products
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| show | all group members must contribute to the product for it to be completed
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| discretionary | show 🗑
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| show | conceptual/behavioral(x-axis)
conflict/cooperation (y-axis)
generate, execute, negotiate, choose
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| show | 1. generating plans
2. generating ideas
3. Intellective
4. decision making
5. resolving viewpoints
6. resolving conflict
7. competing for victory
8. performance
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| *Group characteristics ppt 3 | show 🗑
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| cohesion | show 🗑
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| multidimensional (4) | show 🗑
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| show | attraction between members and attraction to the group as a whole
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| attraction directly influences | show 🗑
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| attraction, group pride, and task focus makes up cohesion which impacts | show 🗑
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| show | high productivity
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| group think | show 🗑
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| group think symptoms | show 🗑
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| show | space shuttle challenger
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| antecedents of group think | show 🗑
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| show | education
limits on premature consensus
monitoring from impartial leader
devils advocate
proper decision making techniques
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| show | i think i can
i think we can
we think we can
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| *N+1 groups ppt 4 | show 🗑
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| show |
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| show | actual productivity
process loss
solution
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| actual productivity= | show 🗑
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| show | less than optimal way to combine resources= coordination/motivation
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| solution= | show 🗑
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| causes of loss of productivity | show 🗑
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| social loafing (3) | show 🗑
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| group polarization and risk: | show 🗑
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| alternative decision making techniques (4) | show 🗑
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| show | Strictly snail mail.
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| show | artificially created groupsWork as individuals and they are averaged together
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| brain storming | show 🗑
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| show | In group, observer and speaker roles rotate
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| show | 1. post pone and withhold your judgment of ideas
2. encourage wild and exaggerated ideas
3. quantity counts at this stage, not quality
4. build on the ideas put forward by others-combine and improve
5. every person and every idea has equal worth
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| show | individuals create ideas
write thoughts on post its
post notes for groups
clarification only
silently move into similar categories
select category headers
discussion of priorities
vote for categories
count votes
discuss top categories
create sol
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| Dont use killer phrases | show 🗑
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| show | democracy
responsibility
cooperation
honesty
egalitarianism
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| show | each person has an opportunity
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| show | each person has responsibility
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| cooperation | show 🗑
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| show | trust in leadership/facilitator will create honesty in the group- role modeling
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| egalitarianism | show 🗑
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| show | team ksa's
individual differences
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| team ksa's | show 🗑
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| show | homogeneity
heterogeneity (supplementary, complementary)
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| multilevel analysis | show 🗑
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| Class goals | show 🗑
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| show | facilitation
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| show | identify phenomena
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| Know:*End ppt | show 🗑
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| *Lewin ppt 5 | show 🗑
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| B= f(P, E) | show 🗑
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| show | Life space
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| show | A, B, C, A+B, A+C, B+C
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| Force field analysis diagram | show 🗑
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| show | take current lvl of group performance, manipulate driving and/or restraining forces to reach the desired lvl of group performance
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| propositions of a force field analysis | show 🗑
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| show | unfreeze, locomotion, refreeze.
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| show | simple tasks. wheel kite y hub.efficient quicker. correct for errors. not everyone can contribute. difficult to disseminate.
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| show | complex tasks. comcon. more pple to give opinion. can add time to task completion time.pple like this better.
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| show | switch to centralized. groups w norms when know how to switch.
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| show | provide 3 examples
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| name a task for each of the 8 mcgrath typologies | show 🗑
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| show |
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| show |
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| show | high performing groups
a team is not successful unless everyone contributes
high interdependence
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| show | different stimuli around us that help shape group behavior/norms
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| show | things that are around your environment (dress code, eating together)
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| show | specific info on how you fit into norms
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| show | structures which serve to regulate behavior
shared realities which exert social influence on members to conform
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| show | not norms; related to how they go about the task (penguins and getting fish)
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| show | coming up with something to be done
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| generating ideas | show 🗑
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| intellective | show 🗑
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| decision making | show 🗑
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| show | conceptual; conflict but discussion of how to come together. More intellectual.
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| Resolving Conflict | show 🗑
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| show | battling for power, football game, competing for a contract, etc.
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| show | just doing what needs to be done; actually performing the task in cooperation, compteing together as a team, rather than competing against each other to be a part of the team.
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| show | Lack of identifiability of each individual’s contribution
Diffusion of responsibility
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| show | Self-censor, self-mindguard
Concerned about putting something in the group because we are concerned with what others will think
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| show | When there are a lot of ideas flowing and you forget what you were going to say
Idea gets blocked because of bad coordination
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