3. What is a GROUP?
1. Collection of individuals: A group is a collection of two or more
individuals.
2. Interaction: There is regular contact and frequent interaction between
members.
3. Interdependence: The actions of one member impact the others, creating
interdependence.
4. Shared goals: Members work together to achieve a common set of goals.
5. Shared identity: Members feel a sense of belonging and camaraderie with
the group.
6. Norms and roles: The group has established norms or rules for behavior
and defined roles for each member.
7. Structure: The group has a structure based on roles, positions, and
leadership. 3
5. Types of GROUPS
GROUPS
Primary
Social
Self-Help
Learning
Service
Civic
Work
Public
PURPOSE
To provide members with affection,
support, and sense of belonging
To share common interests in a
friendly setting or participate in social
activities
To support and encourage members
who want or need help with personal
problems
To help members gain knowledge and
develop skills
To assist worthy causes that help
other people outside the group
To support worthy causes that help
other people within the group
To Achieve specific goals on behalf of
a business or organization
To discuss important issues in front of
or for the benefit of the public
MEMBERSHIP
Families, Best Friends
Athletic team members, hobbyists,
sorority and fraternity members
Therapy group members, participants
in programs such as Weight Watchers
Classmates, book group members,
participants in a ceramic workshop
Members of Kiwanis, Police Athletic
League, Charity groups
Members of PTA, Labor Unions,
Veteran’s groups, Community
associations
Committee members, employees,
task force members, management
teams
Participants in public panel
discussions, symposiums, Forums,
Government groups
5
6. TUCKSMAN’s GROUP DEVEOPMENT MODEL
1. The FORMING stage is the process of putting the structure of the
team together. Team members feel ambiguous and conflict is
avoided at all costs due to the need to be accepted into the
group. Team members look to a group leader for direction and
guidance, usually CORAL project guides.
2. This STORMING stage begins to occur as the process of organizing
tasks and processes surface interpersonal conflicts. Leadership,
power, and structural issues dominate this stage.
3. In NORMING stage, team members are creating new ways of
doing and being together. Team members learn they have to trust
one another for shared leadership to be effective.
4. True interdependence is the norm of PERFORMING stage of
group development. The team is flexible as individuals adapt to
meet the needs of other team members. This is a highly
productive stage both personally and professionally.
5. In ADJOURNING stage typically team members are ready to leave
(course termination) causing significant change to the team
structure, membership, or purpose and the team during the last
week of class. They experience change and transition. While the
group continues to perform productively they also need time to
manage their feelings of termination and transition. 6
7. BASIC TENSION IN GROUPS
Primary Tension
• The social unease
that accompanies the
get- acquainted
process in groups.
Secondary Tension
• The frustrations and
personality conflicts
experienced by group
members as they
compete for social
acceptance, status,
and achievement.
7
11. KURT LEWIN’S CHANGE MODEL
• Unfreezing is the process which involves finding a
method of making it possible for people to let go of
an old pattern that was counterproductive in some
way.
• Unfreezing is necessary to overcome the strains of
individual resistance and group conformity.
• Unfreezing can be achieved by the use of these
three methods:
Increase the driving force that direct behavior
away from the existing situation or status quo.
Decrease the restraining forces that negatively
affect the movement from the existing
equilibrium.
Find a combination of the two methods listed
above. 11
12. KURT LEWIN’S CHANGE MODEL
• Movement stage involves a process of CHANGE in
thoughts, feelings, behavior, or all three, that is in
some way more liberating or more productive.
• Once team members have opened up their minds,
change can start. The change process can be
dynamic, and if it is to be effective, it will probably
take some time and involve a transition period.
• In order to gain efficiency, people will have to take
on new task and responsibility, which entails a
learning curve that will a first slow the
organization down.
• A CHANGE process has to be viewed as an
investment, both in terms of time and allocation
of resources: after the new organization and
process have been rolled out.
12
13. KURT LEWIN’S CHANGE MODEL
• Change will only reach its full effect if it’s made
permanent. Once the organization changes
have been made and the structure has
regained its effectiveness, efforts should be
made to cement them and make sure the new
organization reach the standard.
• “RE-FREEZING” gives people the opportunity
to thrive in the new organization and take full
advantage of the change.
13
14. KURT LEWIN’S CHANGE MODEL
ADVANTAGES
• Easy to Understand
If you’re looking for a streamlined, easily
understandable strategy to help you and your team
manage and adapt to change, this is a good one to
consider.
• Based on Psychology
A clear understanding of how humans’ minds work
and how they typically respond to change.
• Creates Sustainable Change
Allows team leaders and managers to introduce
changes, explain the need for them, and guide
employees until they’re ready to accept and
embrace those changes.
• Puts People First
The emphasis on real people and their responses to
change makes this approach so effective and
beneficial for teams of various types and sizes.
CRITICISM
• It May Be Too Simple for Some
Critics argue that the three stages of change aren’t
sufficient for adequate change management. They also
claim that the model leaves too much room for
interpretation, which can lead to managers
misunderstanding or misusing it.
• It May Be Too Rigid
On a similar note, critics of Lewin’s Change Model also
say that it’s too rigid and prescriptive. They argue that
businesses constantly go through changes, which goes
against the third stage of Lewin’s Model, Refreeze.
• It Can Be Seen as Combative
It can create an “us vs them” mentality that divides
employees into two groups: Those who are in favour of
change and those who oppose it.
• Works Best for Long-Term Projects
Lewin’s Change Management Model is simple in theory,
but it can be complex and time-consuming in practice.
14
16. Case Study- Nissan Motor
The Japanese automaker Nissan Motor Company was on the verge of bankruptcy
due to its huge debt and constantly declining market share.
Nissan entered into a strategic alliance with Renault under the change agent Carlos
Ghosn where Nissan aimed to get rid of its financial debt. At the same time, Renault
wanted to expand its market share.
Carlos Ghosn faced the challenge of implementing a transformational change and
turning around the operations of Nissan to make it profitable & formed multiple
cross-functional teams to reduce employee pushback and recommend a robust
action plan for different functions.
He developed a strong change management strategy to tackle various business
challenges and increased employee involvement in the change journey through
effective communication and positive reinforcement.
To refreeze the behavioral change of the team members, he introduced
performance-based pay, empowered employees to try non-conventional methods,
and implemented an open feedback system for guiding and facilitating the
employees in enhancing workplace adaptability. 16
