5. com h org and dev unit 5

Unit 5: Group Dynamics and Leadership
Draft Version 1
(10 hrs.)
Upendra Raj Dhakal
Lecturer: Valley College of Technical Sciences, Kathmandu
9849110689
urdhakal@gmail.com

Concept
• 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
• Dynamics is mechanical system, geometry of motion and forces producing a
movement.
• It is concerned with the interaction and forces between group members in a
social system.
• Group dynamics is concerned with gaining knowledge of groups their way of
development, and the effects on individual members, and the organization in
which they function.
• The dynamic nature of the group might be in the form of formal or informal
(horizontal clique, vertical cliques, random group, ….). It consists of set of
techniques, role – playing, brainstorming, leaderless group, group therapy,
sensitivity training, etc …
Draft Version 2 (Feedback Welcomed) 2

Definition
• Group dynamics is the direct or indirect group – force which affects
the attitude and behavior of group and its members. It is useful to
apply the principles of group for giving effective health education. –
Prof H.B. Pradhan
• Group dynamics means the change of behavior through interaction in
the group. It refers to the forces, which operate in the group
situation. – SS. Chauhan
• Group dynamics is a system of behaviors and psychological processes
occurring within a social group (intragroup dynamics), or between
social groups (intergroup dynamics).

Natural and Planned formation of group
Groups are formed in two formats:
• Natural Formation: A group formed by a family, kinship (relation by blood),
relatives etc is a natural group. There are natural relation between the
members of a naturally formed group; so, there is no need to unite the
members. Such group exist due to respect to the elders and love to the
youth. Generally elders are the leaders of a naturally formed group
• Planned Formation: A group formed by social organization in – group and
out – group 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 solutions to every member.

Formation of group
• As per purpose or goal
• As per duration
• As per extent (level) of structuring
• As per legal organization or setting

Stages of growth in group formation
• There is no clear cut stage or phase of growth of group in its
movement
• Groups grow and collapse suddenly, while some groups may last
longer.
• While forming a group, members find and seek identity, and may
need to suppress personal feelings, needs, etc
• Considering such diverse influences governing the members,
sociologists have described four stages of group formation.
• Stage 1 (Individual Oriented Stage); Stage 2 ( Emotional Status and
Conflict); Stage 3 (Consolidation Phase); Stage 4 (Stage of Cohesion)

Stage 1 (Individual Oriented Stage)
• Individually, people seek or call for group formation in initial stage of
uncertainty.
• Participants become curious for the agendas and objectives of the meeting.
• Inquiring nature creates curiousness, though participants are generally
informed with agendas and objectives.
• Further, participants like sharing further information in meeting.
• Participants try to establish their own status in a group.
• Individual are assembled, though are not bounded in a group.
• It is somewhat loose and nebulous.
• Every members are not settled.

Stage 2 (Emotional Status and Conflict)
• After Stage 1, two results are formed. One – strong ideas and opinions are
generated and two – some members feel shy and suppress their feelings
and comments.
• The difference in understanding may create emotional ups and downs
resulting a conflict.
• By developing a mutual understanding and coordination, conflict is solved.
For this, they must be first ready to listen others and provide and take
creative feedback.
• It may take longer time to identify proper leadership, because of diverse
background of participants.
• Conflict solving is a continuous process, and sub group is formed for the
easiness.

Stage 3 (Consolidation Phase)
• Few groups reach consolidation stage (with viability and
togetherness, commitments and confidence) creating common
interest.
• If a group reaches a consolidation stage, the result of team work
starts reflecting as a joint effort
• This stage will mark the establishment of cordial relations among the
members and beginning of the healthy teamwork.
• During consolidation, members prepare various backgrounds for the
cohesion.

Stage 4 (Stage of Cohesion)
• Ultimate stage the group reaches and forms in full phase.
• Members join hand for giving “we” feeling
• Members are fully committed for the result
• Necessity of permanent leadership is not felt
• Every members respect other members
• Don’t make any offensive statement or comments
• Members fully conscious about its own operation, review, performance
objectively and seek expertise from outside whenever necessary
• No power struggle or tendency of dominance
• Unity and solidarity of members gives the feeling of security and immunity
from outside destructive feedbacks and comments.

Group Roles
• Positive role
• Group Building Role
• Group Maintenance Role
• Group Task Role
• Negative roles or blocking roles

Positive Roles
• Task Focusing: ……………
• Information Giving and Clarifying: ………..
• Elaborating and Summarizing: ……..
• Decision Focusing: ……….
• Communication and Information Focusing: ……..
• Encouraging ………..
• Feeling Expressing: …………..
• Conflict Resolving: ………………
• Process Commenting: ……………….

Group Building Role
• Selection of individual members
• Collection of individual members
• Arrange the physical environment and providing necessary equipment
• Introduction and understanding members
• Electing a leader, recorder, observer, procedural techniques.
• Explain the purpose and goal of meeting
• Standards setting (Norms to be observed)

Group Maintenance Role
• Initiation: ……..
• Encouraging:……..
• Mediator/Moderator/Compromiser: …………
• Harmonizing: …………….
• Gate – Keeping: ……………
• Tension Relieving: …………….
• Following: …………………

Group Task Role
• Initiation: ……….
• Information seeking: ……….
• Information giving: …………….
• Opinion seeker: ……….
• Opinion giver: ……….
• Elaborator: …………..
• Coordinator: …………….
• Reorder: …………….
• Orienteer: …………………….
• Energizer: ……………..
• Observer: …………..
• Evaluator: Role of the group;
individual members; growth of the
group; worth recapitulating –
Building, Maintenance and task roles,
etc

Negative roles or blocking roles
• Agreeing and Acceptance Seeking: …………
• Disagreeing and Fighting: ………..
• Domineering and Recognition Seeking: ………..
• Blocking: …………..
• Cynicism and Pessimism: (Doubt) ………..
• Drifting (Migrating) and Pulling Out: …………
• Personalizing Issues: …………..

Group problems and their effects on community
health programs
• Apathy or non participation:
• Conflict:
• Inadequate decision making and hip pocket:
• Hidden Agenda:
• Blundering Methods:
• Cash of Interest:
• Inadequate leadership

Apathy or Non Participation
• It is seen when the task assigned is not of sufficient interest or some members in a group have
diversion of thoughts due to pre – occupied impatience showing indifference and passive (apathy
or silence).
• This indifference might be due to disagreement (and don’t want to enter into a controversy)
• It may be difficult for a group to move forward in case of non participation of any members in a
group as non participants may raise a doubt and unnecessary arguments.
• Sometimes, group as a whole in the lack of expertise or inadequate resources can not take
decision
• Due to many circumstances, group may be come to standstill decision.
• Members might feel hesitate to participate due to internal conflict.
• Internal interest/conflict might be also affecting decision making process.
• Generally problem arises when there is no appropriate participation or roles and responsibilities
are not appropriately performed by the participants.
• It is the responsibility of the HPs to mold the participants and leaders and make them understand
their job.

Conflict
• Conflicts arise due to disagreements, arguments, domination, aggression,
etc
• The conflict might be due to superiority complex/egoism.
• Conflict may led to fight.
• When one member looses temper, there is normal tendency of remaining
members to take side.
• The facilitator must be prepared for all these activities (even with safety
and security) to check and balance the situation.
• Many times, individual consultation and face to face talk of major
conflicting partners might solve the problem.
• May need to placate conflicting member with platitudes and pleasantries.

Inadequate decision making and hip pocket decision
• Utilitarian gain is a predominant factors for decision making.
• If the gain is considerable, group might ignore bad feelings from others.
• Even if gain is not considerable, many times decision is done for the sake of being
socialized (as others do).
• When group does decision, almost the same forces are at play (each member subside
the feeling and develop a “we” feeling.
• Due to heavy responsibility of group leader, there might be introduction of hip pocket
decision.
• Hip pocket decisions might be tactfully prepared or done randomly.
• The correctness of hip – pocket decision depends upon the experience, knowledge of the
group leader.
• The leader is ready with the solution and the participants are compelled to follow the
decision.
• Advantages of hip pocket decision: Isn't imposed or thrust, thus no danger of being
rejected; the group tension is relaxed by such decision; the group feels timely help and is
encouraged, …………

Hidden Agenda
• The phenomena by which the agenda or subject of discussion gets
submerged and is allowed to reduce from attention or get a low priority is
called “Hidden Agenda”.
• In effect, members bring out various counter suggestions and arguments to
stall the issue and prevent the main topic from coming to the surface.
• Pre determined agendas might be escaped when hidden agendas are
influenced.
• Many participants can express a lot of difficulties in solving the problem or
make it appear so, or present it as less important (less prioritized issue)
• Decision is delayed or miss tracked if hidden agendas invade the discussion.

Blundering Methods
• Blunder means stupid, ignorance or careless mistake
• Not making time to bound with people: ….…
• Being unavailable and inaccessible: …….
• No focusing on development talent: ………
• Not giving regular feedback about performance: ……….
• Not taking emotions into account: ……….
• Managing conflict ineffectively: …………
• Not driving change: ……….
• Not encouraging others to take risk: ……………..
• Misunderstanding motivation: …………………
• Managing activities rather than leading people: ……………
(https://www.imd.org/publications/articles/10-people-mistakes-leaders-make/)

Cash of Interest
How budgeting is mis-conceptualized:
• Budgets are time consuming and expensive
• Budget provide poor value to users
• Budget fail to focus on shareholders value
• Budgets are too rigid and prevent fast response
• Budget protect rather than reduce cost
• Budgets stifle product and strategy innovation (Never take risk – risk has already been taken by your
seniors and if you take, your job might be at risk)
• Budgets focus on sales target rather than customers satisfaction
• Budgets are divorced from strategy
• Budgets reinforce a dependency culture
• Budgets lead to unethical behavior
Also read: https://www.accountingweb.com/practice/team/10-reasons-why-budgets-cause-problems
https://www.accountingtools.com/articles/the-problems-caused-by-budgeting.html

Inadequate leadership
4 problems by inappropriate leadership
• Problem 1: Avoiding Recognition
• Problem 2: Running Bad Meetings
• Problem 3: Instilling Fear
• Problem 4: Creating negative environments
Solutions:
• ………….
• ………

Concept and process of decision making in
groups
See unit 4: Enabling Process of Community participation → process of
decision making in group situation

Conflict and conflict resolution
• What is conflict?
➢ A problematic situation where the concerns or interests of two or more parties appear
incompatible.
• Why does conflict exist in organizations?
➢ Because group members see the needs of the organization differently due to different values,
goals and/or prior experiences
• When conflict is ignored, or approached on a win/lose basis:
➢ Communication breaks down
➢ Animosities (Dislikes) develop
➢ The ability of the group to function is impaired
➢ Conflict can be healthy if it is handled and resolved amicably (politely).
• How can conflict be a positive force in an organization?
➢ Can enhance a group or organization by exploring differences that are created by the conflict.
➢ If it is dealt with openly, people can be stimulated to creativity, alternatives are considered, better
ideas are generated, a better course of action results, and more positive relationships develop.
➢ Most problems are caused by the way people choose to handle conflict.

Ways of dealing with conflict
• Competition – “I win. You lose.” I get all my needs met; you get
nothing
• Accommodation – “I lose. You Win.” I give in; you get everything.
• Avoidance – “I lose. You lose.” Neither of us gets anything.
• Compromise – “We both win. We both lose.” Each of us gets a little
and gives a little.
• Collaboration – “No win – no lose.” We redefine the problem and find
a creative solution that satisfies both of our needs.

Conflict Intervention and Prevention
• Behavior Management: You are responsible for your own behavior. Your
behavior and the behavior of the other members greatly influences the
effectiveness of each session.
• Showing you Care: Be welcoming, greet members by name and with a smile, be
interested in them, laugh with others but not at them or their mistakes, be aware
of accomplishments and take time to compliment them on their involvement and
efforts
• Using the Right Words: Ask “What do you understand?” vs. “What don’t you
understand?” People don’t like to admit when they are confused. Use
encouragement to motivate, give praise and recognition when needed.
• Gaining and Maintaining Control: As a leader, you might be tested as group
members may see how far they can push the rules. Three keys that will work with
control: be firm – establish limits of behavior, be fair- people accept rules that are
fairly set and applied, be consistent, difficult to follow a rule that keeps changing
or is sporadically applied.

Types of Behavior
Passive Behavior – allow others to choose for you, lose in win-lose
situations. Others achieve their goals at your expense.
Aggressive Behavior – choose for others, win-lose situations you must
win. Self- enhancing, direct,
Assertive Behavior – choose for self, convert win-lose situations into
win-win, appropriately honest, self-respecting, direct, straight forward

Constructive Criticism
• “I” vs. “You” Statements:
• You take control over your feelings and thoughts, instead of trying to take power
from others.
• Ex: “I don’t like the way you treat people” VS “You shouldn’t say that”
• Problem vs. Person:
• Focus on the problem you wish to resolve, not the person involved in the problem
• Specific vs. Vague:
• Know exactly what problem you are addressing. Vagueness will not pinpoint the
problem but may in fact hinder the resolution of that problem
• Timely vs. Untimely:
• Give your feedback as soon as a problem arises. You do not want to dredge up the
past. Focus on what is going on here and now.

Constructive Criticism Cont’d
• Brief vs. Lengthy:
• Avoid drowning the receiver in criticism. Make it short and to the point.
• Sometimes/Often vs. Always Never:
• Use “sometimes” or “often.” Very few situations in this world “always” or “never”
happen, although we are tempted to say they do.
• Effect vs. Cause:
• Explain the effect of the problem rather than the cause. By examining the effect, the
basis for criticism is clear. Identifying the cause once again places blame.
• Changeable vs. Non-changeable:
• Be critical of problems that can be changed. Effective, constructive criticism forces on
changeable matters. Non-changeable situations can only be hindered by criticism.
• The Final Statement:
• Always try to finish the conversation on a positive note. Pick out something that will
encourage the person to improve and motivate them.Draft Version 2 (Feedback Welcomed) 31

Leader and Leadership
• Leaders are main person guiding the group.
• Leaders are those who influence the activities of the group members.
• Leaders might be of family, community, organizationally, etc
• Leaders represent the group.
• Leadership is important element for the group or team work.
• Leadership quality includes: self – confidence, decision making power, a good ego
and status in a community.
• Leadership is a big source of knowledge, ideas and experience.
• There are two ways of classifying leaders:
• On the basis of official or unofficial standing
➢ Formal Leaders, and
➢ Informal Leaders
• On the basis of degree of control:
➢ Authoritarian Leaders (Autocratic Leader)
➢ Democratic Leaders
➢ Laissez Faire Leaders

Official or unofficial standing
• Formal leaders:
➢Work under the framework of formal rules and regulations, specific objectives and
obligations
➢Occupy specific post like: managers, director, principal, in charge, …..
➢Formally appointed or elected
➢Have specific roles responsibilities and job description
➢They might not have strong affinity with the community people, or become familiar
with local cultures, traditions, beliefs and norms.
• Informal leaders:
➢Not obligated to formal rules and frameworks
➢Voluntary service based on education, experience, contribution, efficiency, etc.
➢They might be business people, priests, traditional healers, social workers, senior
citizens, etc.
➢These leaders are socially accepted faithful.

Types of leaders on the basis of degree of control
(Acc to Lewin’s framework)
Autocratic Democratic Laissez – Faire/Free
Rein

Autocratic Leadership – Boss centered (Rarely
effective)
• Autocratic leaders make all the decisions themselves without taking input from others.
• They do not consult their team, or let them make decisions.
• Once the decision has been made, they impose it and expect obedience.
• Autocratic leadership is the inverse of democratic leadership.
• Employees are neither considered nor consulted prior to a direction, and are expected to
adhere to the decision at a time and pace stipulated by the leader.
• This leadership style stinks (uproars).
• Most organizations today can't sustain such a hegemonic (dominating) culture without
losing employees.
• It's best to keep leadership more open to the intellect and perspective of the rest of the
team.
• Eg: When a manager changes the hours of work shifts for multiple employees without
consulting anyone -- especially the effected employees.

Democratic Leadership – Team centered
(Commonly effective)
• The leader makes decisions based on the input of each team member.
• Although he or she makes the final call, each employee has an equal say on a
project's direction.
• Democratic leadership is one of the most effective leadership styles because it
allows lower-level employees to exercise authority they'll need to use wisely in
future positions they might hold.
• It also resembles how decisions can be made in company board meetings.
• Democratic leaders take an active role in the decision-making process but they
involve others. They carry the responsibility for seeing that the decisions made
achieve the desired outcomes.
• Eg: in a company board meeting, a democratic leader might give the team a few
decision-related options. They could then open a discussion about each option.
After a discussion, this leader might take the board's thoughts and feedback into
consideration, or they might open this decision up to a vote.

Laissez faire Leadership – Hands off
(Sometimes effective)
• Laissez-faire have very little involvement in decision-making, mostly leaving
everything up to their team.
• As long as the team members are capable and motivated this can work, but
can create problems if not.
• This style that leads to the lowest productivity among group members
• Very little guidelines from leaders/leader not involved.
• Confuses the group role.
• It is based on trust of employees.
• Comfortable with mistakes.
• Eg: When a homeowner is allowed to plant whatever they want to grow in
their front yard without having to get permission from their city

Advantages and disadvantages of leadership
Advantages Disadvantages
Autocratic Leadership
Autocratic leadership style permits quick decision-making. It leads to frustration, low moral and conflict among subordinates
It provides strong motivation and satisfaction to the leaders who
dictate terms.
Subordinates tend to shirk responsibility and initiative.
This style may yield better results when great speed is required.
Democratic Leadership
Exchange of ideas among subordinates and leader improves job
satisfaction and morale of the subordinates.
Democratic style of leadership is time consuming and may result in
delays in decision-making.
Human values get their due recognition which develops positive
attitude and reduces resistance to change.
It is less effective if participation from the subordinates is for name
sake.
Labor absenteeism and labor turnover are reduced. Consulting others while making decisions go against the capability of
the leader to take decisions.
The quality of decision is improved
Laissez Faire
Positive effect on job satisfaction and moral of subordinates. Under this style of leadership, there is no leadership at all.
It gives chance to take initiative to the subordinates. Subordinates do not get the guidance and support of the leader.
Maximum possible scope for development of subordinates. Subordinates may move in different directions and may work at cross
purpose which may create problem for the organization.
38

Techniques of identifying leaders - Sociometry
Steps:
• Step 1: Name collection from community and cause for the selection are
also asked.
• Step 2: Name are arranged as per the preference given by the community
depending on the number of times they have mentioned.
• Step 3: These identified leaders are visited and other leaders names are
asked from them.
• Step 4: Those names are arranged in order and number of leaders to be
picked are decided.
• Step 5: Leaders are picked from the priority list.
• Step 6: Consent of the picked leader is taken if they are really interested to
lead or not.

Techniques of identifying leaders – Systematic
Sampling
Steps:
• Step 1: Systematic sample of household of that community is taken.
• Step 2: HH heads are interviewed to get some local informal leaders
perceived by them
• Step 3: Suggested names of local leaders are arranged according to
frequency repeated in ascending/descending order.
• Step 4: Required number of leaders are determined
• Step 5: leaders are selected and consent is taken if they are ready to
lead the community or not.

Techniques of identifying leaders - Election
Steps:
• It is another important system of selecting the leaders.
• Community people use ballet box and paper to vote, or simply poll.
• The selection of leaders at individual level is kept confidential.
• Where e – voting is not done, have maximum chance of interplaying
for twisting the results.
• Vote for direct selection and proportional (समानुपातिक) selection can
be done.
• Thresholds can be defined for identifying the level of position.

Importance of leadership
• Initiates action- Leader is a person who starts the work by communicating the policies and plans to the
subordinates from where the work actually starts.
• Motivation- A leader proves to be playing an incentive role in the concern’s working. He motivates the
employees with economic and non-economic rewards and thereby gets the work from the subordinates.
• Providing guidance- A leader has to not only supervise but also play a guiding role for the subordinates.
Guidance here means instructing the subordinates the way they have to perform their work effectively and
efficiently.
• Creating confidence- Confidence is an important factor which can be achieved through expressing the work
efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals
effectively. It is also important to hear the employees with regards to their complaints and problems.
• Building morale- Morale denotes willing co-operation of the employees towards their work and getting them
into confidence and winning their trust. A leader can be a morale booster by achieving full co-operation so
that they perform with best of their abilities as they work to achieve goals.
• Builds work environment- Management is getting things done from people. An efficient work environment
helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should
have personal contacts with employees and should listen to their problems and solve them. He should treat
employees on humanitarian terms.
• Co-ordination- Co-ordination can be achieved through reconciling personal interests with organizational goals.
This synchronization can be achieved through proper and effective co-ordination which should be primary
motive of a leader.

Leadership roles of community leaders in CH Program
• Required at all levels- Leadership is a function which is important at all levels of health
system. In the ministry and department level, it is important for getting co-operation in
formulation of plans and policies. In the regional and district level and even below district
level, it is required for interpretation and execution of health plans and programmes
framed by the top management. Leadership can be exercised through guidance and
counseling of the subordinates at the time of execution of those health plans.
• Representative of the organization- A leader, i.e., a manager is said to be the
representative of the HF. S/he has to represent the concern at seminars, conferences,
general meetings, etc. The role is to communicate the rationale of the HF to outside
public. S/he is also representative of the own department which s/he leads.
• Integrates and reconciles the personal goals with organizational goals- A leader through
leadership traits helps in reconciling/ integrating the personal goals of the employees
with the national goals. S/he is trying to co-ordinate the efforts of people towards a
common purpose and thereby achieves objectives. This can be done only if s/he can
influence and get willing co-operation and urge to accomplish the objectives.
Draft Version 2 (Feedback Welcomed)
43

Contd ….
• S/he solicits support- A leader is a manager and besides that s/he is a person
who entertains and invites support and co-operation of subordinates. This s/he
can do by his personality, intelligence, maturity and experience which can
provide him positive result. A leader has to invite suggestions and if possible
implement them into plans and programmes. This way, s/he can solicit full
support of employees which results in willingness to work and thereby
effectiveness in running of a concern.
• As a friend, philosopher and guide- A leader must possess the three
dimensional traits. S/he can be a friend by sharing the feelings, opinions and
desires with the employees. S/he can be a philosopher by utilizing his
intelligence and experience and thereby guiding the employees as and when
time requires. S/he can be a guide by supervising and communicating the
employees the plans and policies of top management and secure their co-
operation to achieve the goals of a concern. At times she can also play the role
of a counselor by counseling and a problem-solving approach. He can listen to
the problems of the employees and try to solve them.

CH Leader as change agent, and case manager
• A change agent is anyone who helps an organization transform by improving
business processes and interpersonal interactions
• CHL should always act as a role model and set an example within self
• Should act as innovators, early adopters.
• Transforming life and increasing the quality of living.
• Addressing safety and security issues
• Economically safe landing, and maintaining TIA
• Case managers is the one who provides a range of services to assist individuals
to achieve a better quality of life.
• CHL must have basic knowledge on all technical aspects where the one is
working and specialized managerial skills.
• Maintenance of professionalism will support being a change agent as well as
case manager.

5. com h org and dev unit 5

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