Groups require common goals, shared leadership, communication between members, and acceptance of all members. Group dynamics are influenced by intrapersonal forces within individuals, interpersonal forces between members, and environmental forces outside the group. Functional roles in groups include initiators, gatekeepers, compromisers, and harmonizers while non-functional roles are aggressors, blockers, and dominators. Conflict can be resolved through competition, accommodation, avoidance, compromise, or collaboration, and should be addressed constructively.
FOR POWERPOINT PRESENTATION
Stage 1: FORMING
• GROUP MEMBERS LOOK TO THE LEADER FOR DIRECTION.
• MEMBERS HAVE A DESIRE FOR ACCEPTANCE BY THE GROUP AND FITTING IN.
• MEMBERS ARE SIZING EACH OTHER UP – CHECKING OUT PERSONALITIES AND TALENTS OF OTHER MEMBERS.
• MEMBERS FOCUS THEIR DISCUSSION ON THE TASK AT HAND, NOT WORRYING ABOUT RELATIONSHIPS.
• FEELINGS GOING THROUGH MEMBERS INCLUDE INSECURITY, NERVOUSNESS. THEY ARE ASKING THEMSELVES “Do I belong?”, “Will I be accepted by the group?”
Stage 2: Storming
• THIS STAGE IS CHARACTERIZED BY TENSION, COMPETITION, AND CONFLICT AMONG GROUP MEMBERS.
• QUESTIONS ARISE ABOUT WHO IS RESPONSIBLE FOR WHAT AND WHAT THE RULES ARE.
• SOME MEMBERS MAY REMAIN SILENT WHILE OTHERS ATTEMPT TO DOMINATE.
• SOME MEMBERS QUESTION AUTHORITY AND COMPETENCY OF THE GROUP LEADER
• THE GROUP LEADER HAS TO RAISE THE CONFLICT ISSUE AND DEAL WITH IT.
Stage 3: Norming
• LEADERSHIP IS SHARED AND CLIQUES DISSOLVED.
• CONFLICTS ARE RESOLVED AND THERE IS A STRONGER SENSE OF BELONGING TO THE GROUP.
• CREATIVITY IS HIGH.
• PEOPLE KNOW WHERE THEY FIT IN AND WHAT IS EXPECTED OF THEM.
Stage 4: Performing
• NOW THE GROUP IS IN HIGH GEAR AND HIGHLY PRODUCTIVE. THE NEED FOR GROUP APPROVAL IS PAST.
• GROUP MEMBERS CAN NOW FOCUS ON THE TASK AND CARE FOR OTHER MEMBERS OF THE GROUP.
• GROUP IDENTITY IS COMPLETE, GROUP MORALE IS HIGH, AND GROUP LOYALTY IS INTENSE.
Stage 5: RE-FORMING
• THIS STAGE OCCURS WHEN THE TASKS ARE COMPLETED AND THERE NO LONGER IS A NEED FOR THE GROUP TO EXIST.
• THIS STAGE INCLUDES RECOGNITION FOR PARTICIPATION (AWARDS) AND AN OPPORTUNITY FOR GROUP MEMBERS TO SAY GOOD BYE. (CLOSURE)
• WITH THE DISSOLVING OF THE GROUP, NEW LEADERS ARE NEEDED TO TAKE ON THE NEW TASKS, SO A NEW GROUP FORMS.
Group, Types of Groups, Group formation and its stages, Teams, Types of Teams, Team Vs Group, Group Norms, Group cohesiveness, Group size, Leadership - Meaning, Leader Vs Manager, Leadership Styles.
This presentation is about social loafing. It also include the factors that influence the social loafing and some techniques to reduce social loafing.
This presentation is very helpful to psychology students and those who needs to know about social loafing.
FOR POWERPOINT PRESENTATION
Stage 1: FORMING
• GROUP MEMBERS LOOK TO THE LEADER FOR DIRECTION.
• MEMBERS HAVE A DESIRE FOR ACCEPTANCE BY THE GROUP AND FITTING IN.
• MEMBERS ARE SIZING EACH OTHER UP – CHECKING OUT PERSONALITIES AND TALENTS OF OTHER MEMBERS.
• MEMBERS FOCUS THEIR DISCUSSION ON THE TASK AT HAND, NOT WORRYING ABOUT RELATIONSHIPS.
• FEELINGS GOING THROUGH MEMBERS INCLUDE INSECURITY, NERVOUSNESS. THEY ARE ASKING THEMSELVES “Do I belong?”, “Will I be accepted by the group?”
Stage 2: Storming
• THIS STAGE IS CHARACTERIZED BY TENSION, COMPETITION, AND CONFLICT AMONG GROUP MEMBERS.
• QUESTIONS ARISE ABOUT WHO IS RESPONSIBLE FOR WHAT AND WHAT THE RULES ARE.
• SOME MEMBERS MAY REMAIN SILENT WHILE OTHERS ATTEMPT TO DOMINATE.
• SOME MEMBERS QUESTION AUTHORITY AND COMPETENCY OF THE GROUP LEADER
• THE GROUP LEADER HAS TO RAISE THE CONFLICT ISSUE AND DEAL WITH IT.
Stage 3: Norming
• LEADERSHIP IS SHARED AND CLIQUES DISSOLVED.
• CONFLICTS ARE RESOLVED AND THERE IS A STRONGER SENSE OF BELONGING TO THE GROUP.
• CREATIVITY IS HIGH.
• PEOPLE KNOW WHERE THEY FIT IN AND WHAT IS EXPECTED OF THEM.
Stage 4: Performing
• NOW THE GROUP IS IN HIGH GEAR AND HIGHLY PRODUCTIVE. THE NEED FOR GROUP APPROVAL IS PAST.
• GROUP MEMBERS CAN NOW FOCUS ON THE TASK AND CARE FOR OTHER MEMBERS OF THE GROUP.
• GROUP IDENTITY IS COMPLETE, GROUP MORALE IS HIGH, AND GROUP LOYALTY IS INTENSE.
Stage 5: RE-FORMING
• THIS STAGE OCCURS WHEN THE TASKS ARE COMPLETED AND THERE NO LONGER IS A NEED FOR THE GROUP TO EXIST.
• THIS STAGE INCLUDES RECOGNITION FOR PARTICIPATION (AWARDS) AND AN OPPORTUNITY FOR GROUP MEMBERS TO SAY GOOD BYE. (CLOSURE)
• WITH THE DISSOLVING OF THE GROUP, NEW LEADERS ARE NEEDED TO TAKE ON THE NEW TASKS, SO A NEW GROUP FORMS.
Group, Types of Groups, Group formation and its stages, Teams, Types of Teams, Team Vs Group, Group Norms, Group cohesiveness, Group size, Leadership - Meaning, Leader Vs Manager, Leadership Styles.
This presentation is about social loafing. It also include the factors that influence the social loafing and some techniques to reduce social loafing.
This presentation is very helpful to psychology students and those who needs to know about social loafing.
This was a test guide I prepared for one of my classes (COMM 265G) Principles of Communication at NMSU-A. The instructor was Prof. Jim Gallagher Ph. D.
This is a presentation on Conflict Management. It is a session on how to better manage Conflict in an organization. We all know that conflict in inevitable in any organization. What is required is an effective management of Conflict. In this session I will take you through different reasons why conflict occurs and different styles of managing conflict. I am sure after going through this presentation, you will learn better ways to manage conflict. Enjoy this presentation.
I have added my voice also on this presentation so put on slide show and keep your computer volume high.
3 habits of Effective Group Discussion
What is Group
What is Discussion
Individual and Group
People and Task Matrix
Genuine Listening
Assertive Responding
Giving and Receiving Feedback
Jointing and think Win-win
Handling Differences
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Dr. Rick Goodman lists some of the most common causes of conflict, and some tips for managing it. For more information on conflict management and workplace conflict resolution visit http://www.rickgoodman.com or http://advantagecontinuingeducationseminars.com/
The 7 Habits of Highly Effective People (summary).pdfBishwajitSingh6
It's a summary of "The 7 Habits of Highly Effective People" a book written by Stephen R. Covey that is very useful for our life improvement if we can practice.
The Group Emotional Intelligence EQ-i Report gives an overall view of the total EQ of the group and is based on the EQ-i 2.0 model of emotional & social intelligence. Unlike other group emotional intelligence assessments which are subjective in nature by asking the individual to assess the group the new EQ-i Group Report will be a complete picture of the group based on the self assessment of the individual group members. It can be used in conjunction with either the Individual or Leader Reports. Whether it's on the sports field, in the military, the business office, or boardroom, effective engagement between individuals is what drives performance. Learn more at www.leadershipcall.com
Similar to Group dynamics conflict resolution (20)
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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2. What is a GROUP?
2 or more individuals interacting with each
other in order to accomplish tasks
3. FOUR REQUIREMENTS FOR A
GROUP
1. Purpose – common GOALS are what motivates
the group
2. Leadership – structured so that responsibilities
are shared
3. Communication – connects members and
provides for exchange of ideas
4. Acceptance – members must not discriminate
within the group
4. What is Group Dynamics?
The term “group dynamics” refers to the
complex forces that are acting upon every
group and causes it to behave the way it
does.
Some things don’t change (static) – name,
constitution, and purpose
Groups themselves are changing due to the
various forces that are acting upon them
5. Intrapersonal Forces
The forces within a person:
1. Self-concept
2. Personality characteristics
3. Basic needs: food, water, shelter
4. Physical and emotional conditions
5. The need to feel as though they are
contributing
6. Objectives or plans that have nothing to do
with the group (hidden agenda)
6. Interpersonal Forces
The forces acting among the group members.
1. Degree to which members know each other, like or
dislike each other, understand each other
2. Status of individuals – real or assumed
3. Assumptions regarding others, ideas, or attitudes
4. Communication among members
5. Behavior patterns of individuals
7. Environmental Forces
The external forces surrounding the group.
1. Total environment: the physical setting and
arrangement of a meeting place, including
noise, temperature, comfort, time, conditions,
etc…
2. Forces generated by the way other members
act: voice, mannerisms, attitudes, speech,
patterns, vocabulary, etc…
8. Functional Roles Examples
Initiator – Proposes or goals; Suggests a procedure or idea for problem
solving; Motivates the group to a higher activity level or higher quality
The Gate-Keeper – Attempts to keep the lines of communication open;
Encourages ideas and participation; Proposes regulations to allow
communication to flow
The Compromiser – Yields to another person to keep harmony in the group;
Compromises his/her own position for the effectiveness of the group
The Information Seeker – Requests facts; Seeks relevant information about
group concerns; Asks for suggestions and ideas
The Information Giver – Offers facts providing relevant information about
group concerns; States beliefs and gives suggestions
The Harmonizer – Mediates differences among other members; Attempts to
reconcile disagreements; Relieves tension in conflict situations
The Encourager – Agrees with and accepts the contributions of others;
Indicates warmth and solidarity in his/her attitude of group members; Offers
commendation and praise
The Follower – Goes along with the movement of the group; Accepts the ideas
of others; Serves as an audience in group discussion and decision
The Recorder – Writes down suggestion; makes a record of group decisions
9. Non-Functional Roles Examples
The Aggressor – Deflates the status of others; Attacks the group of
the problem it is working on; Jokes aggressively; Tries to take
credit for another member’s contribution
The Blocker – Tends to be negative and stubbornly resistant;
Disagrees and opposes without reason; Attempts to maintain or
bring back an issue after the group has rejected or by-passed it
The Recognition Seeker – Works in various ways to call attention
to him or herself; boasts and reports on personal achievements;
Acts in unusual ways; Struggles to prevent being placed in an
inferior position
The Playboy – Makes a display of his//her lack o f involvement; Is
cynical an nonchalant; Goofs off and cracks inappropriate jokes
The Dominator – Asserts authority or superiority in manipulating
the group; Asserts superior status or right to attention; Gives
directions authoritatively; Interrupts the contributions of others
The Deserter – Shows little or no interest in group activities;
Withdraws from any active participation in accomplishing the
groups tasks; Daydreams
10. Conflict Resolution
What is conflict?
A problematic situation where the concerns
or interests of two or more parties appear
incompatible.
11. 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
12. When conflict is ignored, or approached on
a win/lose basis:
Communication breaks down
Animosities develop
The ability of the group to function is impaired
Conflict can be healthy if it is handled and
resolved amicably.
13. 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.
14. Ways of Dealing with
Organizational 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.
15. 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.
16. 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
17. 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.
18. 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.