group dynamic is simple way to power of some group

1. GROUP DYNAMICS AND ITS
APPLICATION IN NURSING SERVICE
AND EDUCATION

2. TERMINOLOGIES
• Group - Is an association of two or more
people in an interdependent relationship
with shared purposes.
• Group dynamics –Work done by a group
of people working together.
• Group maturity - The ability and
willingness of group members to set goals
and work toward their accomplishment.

3. • Relationships means how well people in
the group work together
• Task roles - which helps the group
accomplish its task
• Relationship roles - which helps group
members get along better.
• Forming - pretending to get on or get
along with others

4. • Storming - letting down the politeness
barrier and trying to get down to the issues
even if tempers flare up.
• Performing - working in a group to a
common goal on a highly efficient and
cooperative basis.
• Norming - getting used to each other and
developing trust and productivity.

5. DEFINITION
GROUP
• A group may be defined as a number of
individuals who join together to achieve a goal.
People join groups to achieve goals that cannot
be achieved by them alone.
-Johnson & Johnson (2006)

6. GROUP DYNAMICS
• Group dynamics may be defined as the social
processes by which people interact face to face in
small groups.
• Group dynamics is viewed from the perspective
of internal nature of group: how they are formed,
why groups are formed, what are their structure
and process, and how they affect individual
members, other groups and the organization.
-Mamoria, 1996

7. TYPE OF GROUPS

8. Formal
groups
established under
the legal or formal
authority with the
view to achieve a
particular end
results.
Eg: trade unions.

9. Informal groups
refers to aggregate
of personal contact
and interaction and
network of
relationship among
individual.
Eg: friendship
group.

10. Primary groups
characterized by small
size, face to face
interaction and
intimacy among
members of group.
Eg: family,
neighbourhood group.

11. Secondary groups
characterized by
large size, individual
identification with
the values and beliefs
prevailing in them
rather than cultural
interaction.
Eg: occupational
association and
ethnic group

12. Task groups
composed of people who
work together to perform a
task but involve cross-
command relationship.
Eg: for finding out who
was responsible for
causing wrong medication
order would require
liaison between ward in
charge, senior sister and
head nurse.

13. Social groups
refers to integrated
system of interrelated
psychological group
formed to accomplish
defined objectives.
Eg: political party
with its many local
political clubs

14. Reference groups
• one in which they would like to belong.
Membership groups
• those where the individual actually belongs
Command groups
• formed by subordinates reporting directly
to the particular manager are determined
by formal organizational chart.

15. Functional groups
• the individuals work together daily on
similar tasks.
Problem solving groups
• focuses on specific issues in their areas of
responsibility, develops potential solution
and often empowered to take action.

16. REASONS FOR GROUP FORMATION
 Have a sense of security
 Have a status
 Develop Self-esteem
 Affiliation
 Power
 Goal achievement

17. CRITERIA FOR A GROUP
• Formal social structure
• Face-to-face interaction
• 2 or more persons
• Common fate
• Common goals
• Interdependence
• Self-definition as group members
• Recognition by others

18. THEORIES OF GROUP
FORMATION
• Propinquity
• Social System Theory
• Balance theory
• Exchange theory

19. THEORY OF PROPINQUITY
• people tend to affiliate
with other because of
spatial or
geographical
closeness

20. Social System Theory
• incorporates the
interrelatedness of
elements of activities,
interaction,
sentiments and the
people usually
interact to solve
problems, reduce
tension, attain goals
and achieve balance.

21. Balance theory
• Newcomb says that
the groups get formed
when the individuals
are attracted to each
another because of
their identical attitude
towards the common
objects or goals.

22. Exchange theory
• based on rewards and
its cost
• The interaction
between members is
taken as reward and if
any relationship which
is not rewarding may
be costly enough to
cause tensions.

23. OBJECTIVES OF GROUP
DYNAMICS
• To identify and analyze the social processes that
impact on group development and performance.
• To acquire the skills necessary to intervene and
improve individual and group performance in an
organizational context.
• To build more successful organizations by
applying techniques that provide positive impact
on goal achievement.

24. FEATURES OF GROUP
DYNAMICS
• concerned with group
• Amenable to change
• rigidity or flexibility
• group organization
• continuous process

25. PRINCIPLES OF GROUP
DYNAMICS
• The members of the group must have a strong
sense of belonging to the group.
• Changes in one part of the group may produce
stress in other person, which can be reduced only
by eliminating or allowing the change by
bringing about readjustment in the related parts
• The group arises and functions owing to common
motives.

26. • Groups survive by placing the members into
functional hierarchy and facilitating the action
towards the goals
• The intergroup relations, group organization and
member participation is essential for
effectiveness of a group.
• Information relating to needs for change, plans
for change and consequences of changes must be
shared by members of a group.

27. ELEMENTS OF GROUP
DYNAMICS
• COMMUNICATION
• give us clues to other
important things
which may be going
on in the group such
as who leads whom or
who influences
whom.

28. CONTENT VS PROCESS
• When we observe
what the group is
talking about, we are
focusing on the
content.
• When we try to
observe how the
group is handling its
communication, we
are talking about
group process.

29. DECISION
• Many kinds of
decisions are made in
groups without
considering the
effects these decisions
have on other
members.

30. • INFLUENCE
• TASK VS RELATIONSHIPS
• The group's task is the job to be done. People
who are concerned with the task tend to:
• Make suggestions as to the best way to proceed
or deal with a problem
• Attempt to summarize what has been covered or
what has been going on in the group
• Give or ask for facts, ideas, opinions, feelings,
feedback, or search for alternatives.

31. ROLES
• TASK ROLES
• Initiator: proposing tasks or goals; defining a
group problem; suggesting ways to solve a
problem.
• Information/opinion seeker: requesting facts;
asking for expressions of feeling; requesting a
statement; seeking suggestions and ideas.
• Information or opinion giver: offering facts;
providing relevant information; stating an
opinion; giving suggestions and ideas.

32. • Clarifier and elaborator: interpreting ideas or
suggestions; clearing up confusion; defining
terms; indicating alternatives and issues before
the group.
• Summarizer: pulling together related ideas;
restating suggestions after the group has
discussed them; offering a decision or conclusion
for the group to accept or reject.
• Energizer; who stimulates and prods the group
to act and raise the level of their actions.
• Coordinator: who clarifies and coordinates
ideas, suggestions and activities of the group
members.

33. RELATIONSHIP ROLES
• Harmonizer: who mediates, harmonizes and resolve
conflicts.
• Gate keeper: helping to keep communication channels
open; facilitating the participation of others; suggesting
procedures that permit sharing remarks.
• Encourager; being friendly, warm, and responsive to
others; indicating by facial expression or remarks the
acceptance of others' contributions.
• Compromiser: when one's own idea or status is involved
in a conflict, offering a compromise which yields status;
admitting error.
• Follower: who accepts the group’s ideas and listens to
their discussion and decisions.

34. SELF-ORIENTED ROLES
• Dominator: interrupts others; launches on long
monologues; is over-positive; tries to lead group
and assert authority; is generally autocratic.
• Negativist: rejects ideas suggested by others;
takes a negative attitude on issues; argues
frequently and unnecessarily; is pessimistic,
refuses to cooperate; pouts.
• Aggressor: tries to achieve importance in group;
boasts; criticizes or blames others; tries to get
attention; shows anger or irritation against group
or individuals; deflates importance or position of
others in group.

35. • Playboy: is not interested in the group
except as it can help him or her to have a
good time.
• Storyteller: likes to tell long "fishing
stories" which are not relevant to the
group; gets off on long tangents.
• Interrupter: talks over others; engages in
side conversations; whispers to neighbour.

36. • MEMBERSHIP
• One major concern for group members is the
degree of acceptance or inclusion they feel in the
group.
• FEELINGS
• During any group discussion, feelings are
frequently generated by the interactions between
members.
• Observers may have to make guesses based on
tone of voice, facial expressions, gestures and
many other forms of nonverbal cues.

37. NORMS
• Standard or group rules always develop in a
group in order to control the behaviour of
members.
• Norms usually express the beliefs or desires of
the majority of the group members as to what
behaviours should or should not take place in the
group.
• norms may be clear to all members (explicit),
known or sensed by only a few (implicit), or
operating completely below the level of
awareness of any group members.

38. GROUP ATMOSPHERE
• Something about the way a group works creates
an atmosphere which in turn is revealed in a
general impression.
• Insight can be gained into the atmosphere
characteristic of a group by finding words which
describe the general impression held by group
members.

39. GROUP MATURITY
• ability and willingness of group members to set
goals and work toward their accomplishment
• Characteristic
• An increasing ability to be self-directed
• An increased tolerance in accepting that progress
takes time.
• An increasing sensitivity to their own feelings
and those of others
• Improvement in the ability to withstand tension,
frustration and disagreement.
• An increased ability to change plans and methods
as new situations develop.

40. STAGES OF GROUP
DEVELOPMENT

41. Stage 1: Forming (pretending to get
on or get along with others)
• Individual behaviour is
driven by a desire to be
accepted by the others, and
avoid controversy or
conflict.
• Serious issues and feelings
are avoided, and people
focus on being busy with
routines, such as team
organization, which does
what, when to meet, etc.

42. Stage 2: Storming
• letting down the politeness barrier
and trying to get down to the
issues even if tempers flare up
• Depending on the culture of the
organization and individuals, the
conflict will be more or less
suppressed, but it'll be there,
under the surface
• To deal with the conflict,
individuals may feel they are
winning or losing battles, and will
look for structural clarity and
rules to prevent the conflict
persisting.

43. Norming
• getting used to each other
and developing trust and
productivity
• Members now understand
each other better, and can
appreciate each other's
skills and experience
• Individuals listen to each
other, appreciate and
support each other, and
are prepared to change
pre-conceived views

44. Performing
• working in a group to a
common goal on a highly
efficient and cooperative
basis
• Everyone knows each other
well enough to be able to
work together, and trusts each
other enough to allow
independent activity.
• Group identity, loyalty and
morale are all high, and
everyone is equally task-
orientated and people-
orientated.

45. Adjourning
• completion and
disengagement, both
from the tasks and the
group members
• Individuals will be proud
of having achieved much
and glad to have been
part of such an enjoyable
group.

46. Stages for larger-scale groups –
M. SCOTT PECK
Pseudo-community
 The beginning stage when people first come together.
This is the stage where people try to be nice, and
present what they feel are their most personable and
friendly characteristics.
Chaos
 When people move beyond the inauthenticity of
pseudo-community and feel safe enough to present
their "shadow" selves. This stage places great
demands upon the facilitator for greater leadership
and organization, but Peck believes that
"organizations are not communities", and this
pressure should be resisted.

47. Emptiness
 This stage moves beyond the attempts to fix, heal
and convert of the chaos stage, when all people
become capable of acknowledging their own
woundedness and brokenness, common to us all
as human beings. Out of this emptiness comes.
True Community
 the process of deep respect and true listening for
the needs of the other people in this community
 described as "glory" and reflects a deep yearning
in every human soul for compassionate
understanding from one's fellows

48. DIMENSIONS OF GROUP PROCESS
Balance of task focus Vs social
focus
Patterns of dominance
Roles / relationship
Patterns of influence
Patterns of
communication and
coordination

49. GROUP DYNAMIC PROCESS
GROUP
FORMATION
DEVELOPMENT
OF GROUPS
FACILITATING
A GROUP

50. A. GROUP FORMATION
• Participation
• Participation is a fundamental process within a
group, because many of the other processes
depend upon participation of the various
members.
• Some members are active participants while
others are more withdrawn and passive.
• participation means involvement, concern for the
task, and direct or indirect contribution to the
group goal

51. Factors which affect member’s participation
are:
 The content or task of the group
 physical atmosphere
 psychological atmosphere
 Member’s personal preoccupations
 level of interaction and discussions
 Familiarity

52. Communication
• Communication within a group deals with the
spoken and the unspoken, the verbal and the non-
verbal, the explicit and the implied messages that
are conveyed and exchanged relating to
information and ideas, and feelings.
• Helpful hints for effective communication
• circular seating arrangement
• If there are two facilitators, they should sit apart
• Respect individuals

53. • Encourage and support the quiet members to
voice their opinions
• Try and persuade the people who speak too
much to give others a chance
• Ensure that only one person speaks at a time or
no one else will be heard
• Discourage sub groups from indulging in side
talk

54. Problem solving
• An effective problem solving procedure would
be to:-
• Clearly define the problem
• Try to thoroughly explore and understand the
causes behind the problem
• Collect additional information, from elsewhere if
necessary, and analyze it to understand the
problem further
• The group should suspend criticism and judgment
for a while and try to combine each other's ideas
or add on improvements.

55. Leadership
• Leadership involves focusing the efforts of
the people towards a common goal and to
enable them to work together as one. In
general we designate one individual as a
leader.

56. B. DEVELOPMENT OF GROUPS
• FIRST STAGE
• concerned with forming a group
• characterized by members seeking safety and
protection, tentativeness of response, seeking
superficial contact with others, demonstrating
dependency on existing authority figures
• Members at this stage either engage in busy type
of activity or show apathy.

57. SECOND STAGE
• formation of dyads and triads
• Members seek out familiar or similar
individuals and begin a deeper sharing of self.
• Pairing is a common phenomenon.

58. THIRD STAGE
• marked by a more serious concern about task
performance
• dyads/triads begin to open up and seek out other
members in the group
• Efforts are made to establish various norms for
task performance.
• Members begin to take greater responsibility for
their own group and relationship while the
authority figure becomes relaxed.

59. FOURTH STAGE
• stage of a fully functional group where members
see themselves as a group and get involved in the
task
• Each person makes a contribution and the
authority figure is also seen as a part of the group.
• Group norms are followed and collective pressure
is exerted to ensure the effectiveness of the group.
• The group redefines its goals in the light of
information from the outside environment and
shows an autonomous will to pursue those goals.

60. FACILITATING A GROUP
• Facilitation can be described as a conscious
process of assisting a group to successfully
achieve its task while functioning as a group
.
• Facilitation can be performed by members
themselves, or with the help of an outsider.

61. FACTORS
AFFECTING
GROUP
PERFORMANCE
Composition
Size
Norms
Cohesiveness

62. Group problems
• Lack of qualified leaders
• Lack of participation
• Lack of interest in program
• Membership
• Disorderly meetings
• Poor group relations

63. APPLICATION OF GROUP
DYNAMICS IN NURSING EDUCATION
• Simulates the “real world” - use of teams
• Learn better when actively involved
• Peer instruction, teaching each other
• Learn more fully and with less effort
• Learn in context
• Modification of –
- Personality
- Power
- Behaviour

64. SOCIAL ROLES
 GROUP NORMS
THE PHYSICAL ENVIRONMENT
ESTABLISHING TRUST
ROLE OF NURSE EDUCATOR

65. APPLICATION OF GROUP
DYNAMICS IN NURSING SERVICE
• To understand nursing process which will help
the nurse to become more effective member of
the group.
• The nurse leader is responsible for co-ordinating
the group work to accomplish its goals of the
unit.
• It helps the nurse leader to take appropriate
actions effectively.
• Solve problems encountered in the ward.

66. LICENSED PRACTICAL NURSE ROLE
 TEACHING GROUPS
 SELF-HELP GROUPS
 SELF-AWARENESS/GROWTH
GROUPS
 THERAPY GROUPS