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GROUP DYNAMICS AND TEAM BUILDING

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PRESENTED BY:
KAPISH GIRDHAR RNO. 58

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GROUP DYNAMICS
Group dynamics deals with the attitudes and behavioral patterns of
a group. Group dynamics is concerned how...

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The members of the group must have a strong sense of
belonging to the group.
 The more attraction a group member is to i...

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GROUP DYNAMICS AND TEAM BUILDING

  1. 1. PRESENTED BY: KAPISH GIRDHAR RNO. 58
  2. 2. GROUP DYNAMICS Group dynamics deals with the attitudes and behavioral patterns of a group. Group dynamics is concerned how groups are formed, what is their structure and which processes are followed in their functioning. Thus, it is concerned with the interactions and forces operating between groups. To understand group dynamics we must firstly know what a group is, so A group refers to two or more people who share a common meaning and evaluation of themselves and come together to achieve common goals.
  3. 3. The members of the group must have a strong sense of belonging to the group.  The more attraction a group member is to its members, the greater influence it would exercise on its members.  The successful efforts to change individuals sub parts of the group would result in making them confirm to the norms of the group.  Information relating to the need for change , plans for change and the consequences of the changes must be shared by the members of the group.  The changes in one pact of the groups may produce stress in the other parts, which can be reduced only by eliminating the change or by bringing about readjustments in the related parts.
  4. 4.  The groups arise and function owing to common motives. The intergroup relations , group organization , member participation is essential for effectiveness of a group. Confidentiality is a major requirement which is achieved by mutual respect for one another.
  5. 5. Group Dynamics refers to the study of forces operating within a group. Following are some of its salient features :  Group orientation: Group Dynamics is concerned with group .Wherever a group exists the individuals interact and members are continuously changing and adjusting relationship with respect to each other .  Various changes: Changes go on occurring like introduction of the new members, changes in leadership, presence of old and new members and the rate of change – fast or slow . The groups may dissolve if the members are not enthusiastic about the goals .  Dynamic Nature: There may be rigidity or flexibility that influences a group dynamics .If the members get along well there is smooth sailing for the group and if there is conflict it leads to problems
  6. 6.  Group Activities: The group organization is essential. It leads to greater group effectiveness, participation, cooperation and a constructive morale.  Adjustments: Dynamic groups are always in continuous process of restructuring, adjusting and readjusting members to one another for the purpose of reducing the tensions, eliminating the conflicts and solving the problems which its members have in common.
  7. 7. TASK RELATED ACTIONS  Showing initiative and activity: making suggestions, expressing ideas, tackling an existing problem anew, restructuring material.  Looking for information: asking questions to specify suggestions, asking for additional information.  Learning others' opinions: trying to find out other people's feeling in regard to suggestions that have been made, etc.  Providing information: introducing others to the facts, sharing in experiences.  Delving into the issue at hand: giving example, trying to imagine the consequences of specific suggestions.  Coordinating: organizing relationships and ideas, combining the activities of various smaller groups.  Summarizing.
  8. 8.  Encouraging: being friendly, considerate, ready to respond to others, praising others and their ideas, agreeing to what others have said.  Staying within boundaries: helping others express themselves (e.g. "We still haven't heard John's opinion"), limiting the length of one's turns so that everyone has time to express themselves.  Agreeing to rules: setting rules for the group that regulate content, processes, and decision making.  Following along: complying with the group's decisions, carefully listening to others and accepting their ideas, being an active listener in group discussions.  Expressing the emotions of the group: defining the emotions generated by the group, sharing observations about group members.  Analyzing: checking whether the group's decisions comply with the rules.  Diagnosing: defining sources of problems, determining next steps, analysing the main obstacles to further activity.  Analyzing the stage of the group's development: finding out the members' opinions, evaluating whether the group is nearing a collective solution.  Being an intermediary: harmonizing, smoothing out differing opinions, offering compromises.  Lessening tension: using humour to avert negative emotions, calming the situation by looking at the bigger picture.
  9. 9.  Aggressive action: determining one's status by criticizing others or doing them in; hostile actions towards the group or individuals in the group; always trying to dominate.  Blocking: sabotaging the further development of the group by focusing on insignificant problems or talking about one's own experiences that is not associated with the problem at hand; a prejudiced rejection of others' ideas.  Fishing for sympathy: using the group as an audience for expressing one's own feelings or opinions (that are not associated with the goals of the group); trying to get on the good side of group members by telling them about one's problems and failures; explaining things in a very complicated way.  Dominating: arguing with others about the best ideas; talking non-stop; trying to be the most important person; taking over leadership.  Being a clown: playing the fool, telling jokes, imitating others; interrupting the group's work.  Looking for attention: attracting the attention of others, for example, by talking loudly or at length; expressing extreme ideas; acting strangely.  Stepping back: acting in a passive or inappropriate way, for example, daydreaming, whispering, avoiding the topic.
  10. 10.  Equalizing Participation The facilitator is responsible for the fair distribution of attention during meetings  Listing for the discussion to be smooth, those who want to speak can silently signal the facilitator, who would add the person's name to a list and call them in that order.  Stacking If many people want to speak at the same time, it is useful to ask all those who would like to speak to raise their hands. Have them count off, and then have them speak in that order.  Pacing The pace or flow of the meeting is the responsibility of the facilitator. If the atmosphere starts to become tense, choose techniques which encourage balance and cooperation.  Checking the Process If the flow of the meeting is breaking down or if one person or small group seems to be dominating, anyone can call into question the technique being used and suggest an alternative.
  11. 11.  Silence it is appropriate for anyone to suggest a moment of silence to calm and refocus energy.  Taking a Break In the heat of discussion, people are usually resistant to interrupting the flow to take a break, but a wise facilitator knows when to take refreshing breaks.  Call for Consensus The facilitator, or any member recognized to speak by the facilitator asks if there are any unresolved concerns, which remain unaddressed.  Summarizing The facilitator might choose to focus what has been said by summarizing.  Reformulating the Proposal After a long discussion, it sometimes happens that the proposal becomes modified without any formal decision. The facilitator needs to reformulate the proposal with the new information, modifications, or deletions.
  12. 12.  Fishbowl The fishbowl is a special form of small group discussion. Several members representing differing points of view meet in an inner circle to discuss the issue  Active Listening Listen to the speaker, then acknowledge back what was heard.  Brainstorming process for generating creative ideas and solutions through intensive and freewheeling group discussion.  Go-rounds This is a simple technique that encourages participation. The facilitator states a question and then goes around the room inviting everyone to answer briefly. This isn’t like an open discussion.  Identification It is good to address each other by name. when people speak, it is useful for them to identify themselves so all can gradually learn each others names.
  13. 13.  Weak leadership: when a team lacks a strong leader, it leads to a lack of direction, infighting, or a focus on the wrong priorities.  Excessive deference to authority: this can happen when people want to be seen to agree with a leader, and therefore hold back from expressing their own opinions.  Blocking: this happens when team members behave in a way that disrupts the flow of information in the group. People can adopt blocking roles such as: i) the aggressor, ii) the negotiator, iii) the withdrawer, iv) the recognition seeker, and v) the joker.
  14. 14. Group Think: this happens when people place a desire for consensus above their desire to reach the right decision. This prevents people from fully exploring alternative solutions. Free riding: here, some group members take it easy, and leave their colleagues to do all the work. Free riders may work hard on their own, but limit their contributions in group situations; this is known as "social loafing.“ Evaluation apprehension: team members' perceptions can also create a negative group dynamic. Evaluation apprehension happens when people feel that they are being judged excessively harshly by other group members, and they hold back their opinions as a result.
  15. 15. Team Building is the use of different types of interventions used to enhance social relations and clarifying team members their roles. Team building was originally a group process intervention aimed at improving inter-personal relations and social interactions.
  16. 16. Work Team Work Group The leader acts as a facilitator. The leader dominates and controls the group. The members have active participation in the discussions and eventual outcome. The leader is apparent and will conduct the meeting. The team members decide on the disbursements of work assignments. The leader
  17. 17. Members get to know each other & set ground rules Members come to Resist Control by group Leaders & Show hostility Members Work Together developing Close Relationships & feelings of Cohesiveness Group members work towards Getting their jobs done Group may disband either after meeting their goals or because members Leave Stage I Forming Stage II Storming Stage III Norming Stage IV Performing Stage V Adjourning STEPS IN BUILDING OF A TEAM
  18. 18. “Forming” is the initial stage of development, when team members may often have differing ideas about purpose. There is relatively little trust. People tend to be careful about what they say, and how they say it. Everyone is on his or her “best behavior.” Members get to know each other & set ground rules Stage I Forming
  19. 19. “Storming” represents the arguing that will likely occur as the team defines itself. There may be conflict about the purpose, leadership, and working procedures. During this stage people often feel the team will never “come together.” This stage is similar to the human developmental stage of adolescence. Members come to Resist Control by group Leaders & Show hostility Stage II Storming
  20. 20. “Norming” is the stage that occurs when the team members are developing a shared vision and are setting goals and objectives. People are getting to know one another’s strengths and are learning how best to work together. The team experiences more stability and productivity. Members Work Together developing Close Relationships & feelings of Cohesiveness Stage III Norming
  21. 21. “Performing” indicates that the members now have a clear, shared sense of purpose, high trust, and open communication. The team is effective within the existing paradigm. Camaraderie, relationships, and team spirit are high. Group members work towards Getting their jobs done Stage IV Performing
  22. 22. Group may disband either after meeting their goals or because members Leave Stage V Adjourning “Transforming” occurs when the team is at such an effective level of functioning that it can redefine its shared purpose and respond quickly to change. The leadership within the team is shared, trust is high, and communication is open.
  23. 23.  Improved Communication: Team building is useful for breaking down barriers between individuals through group participation in activities. People who are not used to working together get a chance to participate and work as a team.  Develop Team Roles: Team building allows each member of the team to develop and focus on what they are best at, and allow the team members to find their niche within the team so that everyone can best contribute as an individual while still performing together.  Time to Develop Skills: Team-building activities can allow each member of the team a chance to take charge and develop leadership skills, as well as skills in other areas of the business.  Long-Term Benefits: giving everyone a greater sense of involvement and belonging; and empowering teams to become more mission focused and to achieve more with less direction, saving time and money.
  24. 24.  Better Relationships: team building provides a chance for the team to participate together in an experience where everyone starts with an equal level of knowledge about the given task.  Productivity Improvement: Learning to work together can produce more effective goal achievement and improved output.  Motivation: Team building activities can drive your employees to succeed by building their confidence and showing them that the business wants to invest in their success as an employee  Problem Solving and Creativity: working together helps increase creative skills that are developed during team building activities can be transferred back into the workplace for improved success.

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