This document discusses various topics related to group dynamics and success, including: 1. Maslow's hierarchy of needs and how it relates to group inclusion. 2. Myers-Briggs personality types and how understanding differences can help groups. 3. Cultural dimensions like individualism vs collectivism and their effects on groups. 4. Tips for group success including effective communication, leadership, and resolving conflicts.

1. FUNDAMENTALS AND
HOW TO SUCCESS IN
GROUP
DA NANG, END OF 2016
WITH MY LOVES TO SUNNY
COPY RIGHT OF PEARSON EDUCATION

2. ©2010, 2007, 2003 Pearson Education, Inc.
MASLOW’S HIERARCHY OF NEEDS

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INCLUSION NEEDS
“I need to feel accepted by the group.”
“I feel accepted by
the group.”
Social
Member
“I don’t feel accepted by or
involved in the group.”
“I won’t participate
much in group
discussions.”
“I try to gain the
group’s
attention.”
Undersocial Member Oversocial Member

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“I need to feel influential and important.”
“Others respect
me.”
Democratic
Member
“I don’t have influence in
the group.”
“I just do what I
am told.”
“I try to dominate
the group.”
Abdicrat Autocrat
CONTROL NEEDS

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“I need to feel that others like me.”
“I feel that others like
me and if they don’t,
that’s OK.”
Personal
Member
“I’m not sure that
others like me.”
“I avoid friendships with
other members.”
“I confide in and try
to become very
close with others.”
Underpersonal
Member
Overpersonal
Member
AFFECTION NEEDS

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MYERS-BRIGGS PERSONALITY TYPES
Myers-Briggs Type Indicator® (MBTI)
– Helps explain why group members think and interact
in different ways
– Examines how members use their minds to perceive
the world and make decisions
– Divides preferences of thought and behavior into four
dialectic categories

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MYERS-BRIGGS CATEGORIES
Extrovert
Sensor
Thinker
Judger
Introvert
Intuitive
Feeler
Perceiver

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MYERS-BRIGGS IMPLICATIONS
• Groups are more successful when all personality
types are represented.
• Understanding personality types helps a group:
– capitalize on differences in personality styles and
preferences.
– foster group productivity and cohesiveness.

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THREE LAYERS OF DIVERSITY

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CULTURAL DIMENSIONS
Geert Hofstede: Four Cultural Dimensions:
1. Individualism and Collectivism
2. High and Low Power Distance
3. High and Low Uncertainty Avoidance
4. Masculine and Feminine Values
Edward T. Hall: Two Cultural Dimensions:
1. High and Low Context
2. Monochronic and Polychronic Time

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INDIVIDUALISM-COLLECTIVISM
• Individualism:
– Emphasizes the independence and individual
achievement
– United States, Australia, Canada
• Collectivism:
– Emphasizes the needs and goals of the group,
rather than the individual
– Asian and Latin American countries

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POWER DISTANCE
• High power distance:
– Accepts differences in power as normal
– Assumes all people are not created equal
– Mexico, India, Singapore
• Low power distance:
– Power distinctions are minimized
– New Zealand, Denmark, Israel

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UNCERTAINTY AVOIDANCE
• High uncertainty avoidance:
– Uncomfortable in unstructured and unpredictable situations
“What is different is dangerous.”
– Prefer rules, plans, routines
– Japan, Belgium, Greece
• Low uncertainty avoidance:
– Comfortable with ambiguity and unpredictability “What is
different is interesting.”
– Can work independently without supervision
– Jamaica, Hong Kong

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MASCULINE-FEMININE VALUES
• Masculine Value Societies:
– Men are assertive, tough, and ambitious
– Women are modest, tender, and focused on the quality of life
– Japan, Venezuela, Italy
• Feminine Value Societies:
– Gender roles overlap
– Men and women value tenderness and care about the quality of
life
– Sweden, Norway, Denmark

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HIGH CONTEXT-LOW CONTEXT
• High-context Culture:
– Meaning is communicated through nonverbal behavior and the
nature of interpersonal relationships
– Messages are implied and context sensitive
– Japan, China, Greece, Mexico
• Low-context Culture:
– Meaning is expressed primarily through language
– Messages are direct, factual, and objective
– England, United States, Germany

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MONOCHRONIC TIME AND POLYCHRONIC
TIME
• Monochronic time:
– Events are scheduled as separate items, one thing at a time
– Time is valuable; schedule and deadlines are important
– North America, Northern Europe
• Polychronic time:
– Schedules are not very important, deadlines are missed,
interruptions are tolerated
– Kenya, Argentina

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GROUP AND MEMBER CONFIDENCE
• Members who lack confidence are less likely to
share what they know or voice their opinions.
• Confident members are more effective group
members.
• Confident groups are more likely to succeed.

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HOW TO SUCCEED IN GROUPS
• Listen effectively
• Understand your role
• Actively contribute
• Ask clear questions
• Establish a professional rapport

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HOW TO SUCCEED IN GROUPS
• Communicate effectively with
culturally-diverse members
• Use language effectively
• Convey a professional image
• Resolve group conflict
• Demonstrate leadership

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COMPONENTS OF GROUP COMMUNICATION

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BASIC TYPES OF GROUPS
• Primary Groups
• Social Groups
• Self-Help Groups
• Learning Groups
• Service Groups
• Civic Groups
• Work Groups
• Public Groups

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BALANCE AND GROUP DIALECTICS
Group Dialectics
The competing and contradictory components of group
work
Balancing Group Dialectics
The challenge of taking a both/and rather than an
either/or approach to resolving dialectic tensions in
groups

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BALANCING GROUP DIALECTICS
Individual Goals ↔ Group Goals
Personal goals are compatible with group goals.
Conflict ↔ Cohesion
Cohesive groups are committed, unified, and willing to engage in
conflict.
Conforming ↔ Nonconforming
Members value group norms, but are willing to change.

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BALANCING GROUP DIALECTICS
Task Dimensions ↔ Social Dimensions
Members want to get the job done and also value their social
relationships.
Homogenous ↔ Heterogeneous
Members value member similarities and differences.
Leadership ↔ Followership
Effective leadership requires loyal and competent followers.

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BALANCING GROUP DIALECTICS
Structure ↔ Spontaneity
Members recognize the need for structured procedures and the
value of creative thinking.
Engaged ↔ Disengaged
Members expend energy and work hard, but also need rest and
renewal.
Open System ↔ Closed System
Members welcome input and interchange, but also protect the
group and its work.

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GOAL SETTING
Effective group goals are:
• specific.
• challenging but realistic.
• accepted by group members.
• used to evaluate performance.
• linked to feedback and rewards.
• allow for member growth.

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HIDDEN AGENDAS
Members’ private goals conflict with
the group’s goals

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QUESTIONS FOR
RESOLVING HIDDEN AGENDAS
• What is the group’s common goal?
• Does the leader have any personal concerns
or goals that differ from member or group
goals?
• Do any members have any personal
concerns or goals that differ?

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CONFORMITY ↔ NONCONFORMITY
• Conformity
Choosing a course of action that group members
favor and that is socially acceptable
• Nonconformity
Choosing a course of action that does not meet
the expectations of the group

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TYPES OF NONCONFORMITY
• Constructive nonconformity
Violating a norm while still supporting the group and its
goal
• Destructive nonconformity
– Violating a norm that negatively impacts the group and its
goal
– Responses to destructive nonconformity:
• Accept
• Confront
• Exclude

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GROUP EFFECTIVENESS
AND MEMBER ASSERTIVENESS

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ASSERTIVENESS
Speaking up and acting in your own
best interests without denying the
rights and interests of others

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ASSERTIVE GROUP MEMBERS
• Appear confident, honest, open, and cooperative
• Volunteer ideas and opinions
• Ask and answer questions without fear or hostility
(unfriendliness)
• Stand up for their beliefs, even when others disagree
• Express their feelings openly
• Respect and defend the rights and opinions of others

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BALANCING PASSIVITY AND AGGRESSION
• Passive group members often lack confidence.
–Reluctant to express their opinions and
feelings, fear criticism, and usually do what
they are told
• Aggressive members act in their own self-
interest at the expense of others.
–Critical, insensitive, combative, and even
abusive

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PASSIVE-AGGRESSIVE MEMBERS
Passive-aggressive members mask aggression by
appearing passive or cooperative.
– They rarely exhibit aggressive behavior.
– They do not respect the rights of others.
– They often get what they want by
• undermining others behind their backs.
• deceiving others about their intentions.

36. ©2010, 2007, 2003 Pearson Education, Inc.
ASSERTIVENESS SKILLS IN GROUPS
• Devote time to preparing for meetings.
• Ask a colleague to help you get a chance to speak.
• Express your opinions clearly.
• Maintain direct eye contact.
• Assume an assertive body posture.
• Express your feelings as well as thoughts.
• Speak expressively (volume, pitch, rate).

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COMMUNICATION APPREHENSION
• “An individual’s level of fear or anxiety associated with
either real or anticipated communication with another
person or persons.”
• About 20 percent of the general population
experiences very high levels of communication
apprehension.
Virginia P. Richmond and James C. McCroskey,
Communication: Apprehension, Avoidance, and Effectiveness

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HOW CONFIDENT ARE YOU?
• Are you comfortable participating in group
discussions?
• Do you like to get involved in group discussions?
• Are you afraid to express yourself at meetings?
• Are you relaxed when answering questions at a
meeting?

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HIGH APPREHENSIVES
• Avoid participation
• Talk less often
• Agree with others
• Smile or giggle inappropriately
• Fidget (make continuous small movements which annoy other people )
• Use awkward fillers phrases, e.g. “uh”
• Have difficulty following a discussion

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LOW APPREHENSIVES
• Initiate discussion
• Speak more often
• Assert themselves (behave confidently)
• Are more likely to become leaders
• Choose when to speak or be silent
• Appear confident
• May dominate discussion