Group dynamics in Business Communication

Group Dynamics
(Business Communication)
Prachi. 2015. Group Dynamics. University School of Mass Communication, GGSIPU. Delhi

Two or more freely interacting people (Interdependent -
interact and influence each other);
Mutually accountable for achieving common goals;
Common Identity;
Collective Norms.
.

What
Makes
People
Join
Groups?
StatusSecurity
Power
Goal
Achievement
Self-
Esteem
Affiliation

Organizational Functions Individual Functions
1. Accomplish complex, interdependent
tasks that are beyond the capabilities
of individuals.
2. Generate new or creative ideas and
solutions.
3. Coordinate interdepartmental efforts.
4. Provide a problem-solving mechanism
for complex problems requiring
varied information and assessments.
5. Implement complex decisions.
6. Socialize and train newcomers.
1. Satisfy the individual’s need for
affiliation.
2. Develop, enhance, and confirm the
individual’s self-esteem and sense of
identity.
3. Give individuals an opportunity to
test and share their perceptions of
social reality.
4. Reduce the individual’s anxieties and
feelings of insecurity and powerless-
ness.
5. Provide a problem-solving mechanism
for personal and interpersonal problems.

Performing
Adjourning
Norming
Storming
Forming
Return to
Independence
Dependence/
interdependence
Independence
Prachi. 2015. Group Dynamics. University School of Mass
Communication, GGSIPU. Delhi

 Traits
› Small
› Personal orientation
› Enduring (long lasting)
› Frequent interaction
› Face-to-face
› Intimate
› sense of belonging
› emotional orientation: bond based on emotions
› loyalty
 Primary relationships
› First group experienced in life
› Irreplaceable
› Security
 Assistance of all kinds
› Emotional to financial
Examples: the family.

 Traits
› Large membership: larger than primary groups
› Goal or activity orientation
› impersonal and formal
› Infrequent interaction
› Secondary relationships
› Weak emotional ties between persons
› Short term
 Importance
› Networking
› Career goals
Examples: co-workers, political organizations

V

 In-group
› “group with which people identify and have a sense of
belonging”
› pronoun “WE”
 Out-group
› “group that people do not identify with
› pronoun “THEY”
› Loyalty to INGROUP
› Opposition to OUTGROUPS

 Leadership
 Roles
 Norms
 Status
 Size
 Composition
 Cohesiveness
1. Socio-emotional
2. Instrumental

 Role Identity
 Role Perception
 Role Expectations
 Role Conflict
 Role Overload
 Role Ambiguity

Roles Description
> Initiator Suggests new goals or ideas
> Information seeker/giver Clarifies key issues
> Opinion seeker/giver Clarifies pertinent issues
> Elaborator Promote greater understanding
> Coordinator Pulls together key ideas and
suggestions
> Orienter Keeps group headed toward its stated
goal(s)
> Evaluator Tests group’s accomplishments
> Energizer Prods group to move along or to
accomplish more
> Procedural Technician Performs routine duties
> Recorder Performs a “group memory” function

Roles Description
> Encourager Fosters group solidarity
> Harmonizer Mediates conflict through
reconciliation or humor
> Compromiser Helps resolve conflict by
meeting others”half way”
> Gate Keeper Encourages all group members to
participate
> Standard setter Evaluates the quality of group
processes
> Commentator Records comments on group
processes/dynamics
> Follower Serves as a passive audience

 Speed
 Clear Accountability
 Consistent Values
 Knowledge & Diversity
 High Quality Decisions
 Increased Acceptance
Individuals Groups

Groupthink
Social loafing
Risky shift

 Invulnerability
 Inherent morality
 Rationalization
 Stereotyped views of opposition
 Self-censorship
 Illusion of unanimity
 Peer pressure
 Mind-guards

 Every group member a critical evaluator
 Avoid rubber-stamp decisions
 Different groups explore same problems
 Rely on subgroup debates and outside experts
 Assign role of devil’s advocate
 Rethink a consensus

 Low task interdependence
 Individual output not visible
 Routine, uninteresting tasks
 Low task significance
 Low collectivist values

 Higher satisfaction
 Less conflict
 Faster team development
 More efficient
coordination
 Performs better on simple
tasks
 More conflict
 Slower team development --
takes longer to agree on
norms and goals
 Better knowledge and
resources for complex tasks
 Tend to be more creative
 Higher potential for support
outside the team
Homogeneous Groups Heterogeneous Groups

Cohesiveness
Member
Similarity
Member
Interaction
Size
Somewhat
Difficult Entry
Success
External
Challenges

Want to remain members
Willing to share information
Strong interpersonal bonds
Want to support each other
Resolve conflict effectively
More satisfied and experience less stress
Members of cohesive groups:
.

How to Build Trust
 Communication (keep everyone informed; give feedback; tell the
truth).
 Support (be available and approachable).
 Respect (delegate; be an active listener).
 Fairness (give credit where due; objectively evaluate
performance).
 Predictability (be consistent; keep your promises).
 Competence (demonstrate good business sense and
professionalism).
Trust: “Reciprocal faith in others’ intentions and behavior.”

Attributes of
high-performance
Groups
Participative
Leadership Aligned on
Purpose
High
Communication
Creative
Talents
Future
Focused
Shared
Responsibility
Rapid
Response
Focused on
Task

THANK YOU!

Group dynamics in Business Communication

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