Class session 1 groups and teams overview spr 2011


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Class session 1 groups and teams overview spr 2011

  1. 1. An Introduction ADLT 612 and the Study of Learning in Groups and Teams January 18, 2011
  2. 2. Welcome! <ul><li>Introductions: Who’s who </li></ul><ul><li>Team assignments: Pick a straw </li></ul><ul><li>Overview of the course syllabus and assignments </li></ul><ul><li>Grades: team, individual, and peer assessment </li></ul><ul><li>Using the class wiki, </li></ul><ul><li>Setting up a course blog </li></ul>
  3. 3. Assignment # 1 – Team Illustration of a Group Paradox (15 points)
  4. 4. Assignment # 2 – Team Presentation (20 points)
  5. 5. Assignment # 3 – Team Leadership in Facilitation (25 points)
  6. 6. Individual Paper – Assessment of Learning in the Team Experience (20 points)
  7. 7. Assignment # 5 – Reflection, Participation, Involvement (20 points)
  8. 8. What do you know already about the nature of groups and teams?
  9. 9. Problems in Entering a New Group <ul><li>Identity - Who am I to be? </li></ul><ul><li>Control & Influence - Will I be able to control and influence others? </li></ul><ul><li>Needs & Goals - Will the group goals include my own needs? </li></ul><ul><li>Acceptance & Intimacy - Will I be liked and accepted by the group? </li></ul>
  10. 10. Self-Oriented Coping Responses <ul><li>“ Tough” responses: fighting, controlling, and resisting authority </li></ul><ul><li>“ Tender” responses: supporting, helping, forming alliances, dependency </li></ul><ul><li>Withdrawal or denial responses: passivity, indifference, overuse of “logic and reason” </li></ul>
  11. 11. Group Development <ul><li>First, a period of self-oriented behavior </li></ul><ul><li>As self-oriented concerns are addressed, people pay more attention to each other and the task at hand </li></ul><ul><li>The work of “building” the group occurs simultaneously with task accomplishment </li></ul>
  12. 12. Weisbord’s Conditions for Team Success <ul><li>Interdependence - people are working on problems in which each person has a stake </li></ul><ul><li>Leadership - the boss wants to improve team performance and is willing to take some risks </li></ul><ul><li>Joint decision - all members agree to participate </li></ul><ul><li>Equal influence - each person has a chance to influence the agenda </li></ul>
  13. 13. Questions Asked by New Team Members <ul><li>Am I in or out? </li></ul><ul><li>Do I have any power or control? </li></ul><ul><li>Can I use, develop, and be appreciated for my skills and resources? </li></ul>
  14. 14. Tuckman’s Stages of Group Development <ul><li>Forming </li></ul><ul><li>Storming </li></ul><ul><li>Norming </li></ul><ul><li>Performing </li></ul><ul><li>Adjourning </li></ul>
  15. 15. Task Dimensions T he relationship between group members and the task they are to perform. Task refers to the job they have to do and how they go about doing it.
  16. 16. Process dimensions The relationships of group members with one another -- how they feel toward one another and how they feel about their membership in the group.
  17. 17. Task and Process Dimensions <ul><li>Highly interdependent in practice; without both dimensions, group process does not exist </li></ul><ul><li>Task output is productivity </li></ul><ul><li>Process output is cohesiveness </li></ul>
  18. 18. Relationship Between Cohesiveness and Productivity Productivity Cohesiveness
  19. 19. Promoting Cohesiveness in Groups <ul><li>Encourage interpersonal attraction through attitudinal similarity </li></ul><ul><li>Increase contact time </li></ul><ul><li>Build perceptions of others as likeable </li></ul><ul><li>Create opportunities for self-disclosure </li></ul><ul><li>Promote group identification </li></ul>
  20. 20. Cohesiveness in Groups, con’t <ul><li>Create history </li></ul><ul><li>Accomplish something </li></ul><ul><li>Develop relationships and shared norms </li></ul><ul><li>Promote acceptance of all members </li></ul><ul><li>Encourage external threats </li></ul>
  21. 21. An Effective Team Possesses... <ul><li>Adequate mechanisms for getting feedback </li></ul><ul><li>Optimal cohesion </li></ul><ul><li>Flexible organization and procedures </li></ul><ul><li>Maximum use of member resources </li></ul><ul><li>Clear communications </li></ul><ul><li>Clear goals accepted by all members </li></ul><ul><li>Feelings of interdependence </li></ul><ul><li>Shared participation in leadership functions, including decision making </li></ul><ul><li>Acceptance of minority views and persons </li></ul>
  22. 22. References Levi, D. (2011). Group dynamics for teams . (3rd ed). Thousand Oaks, CA: Sage. Schein, E. H. (1999). Process consultation revisited: Building the helping relationship . Reading, MA: Addison-Wesley. Weisbord, M. R. (2004). Productive workplaces revisited: Dignity, meaning, and community in the 21 st century . San Francisco: Jossey-Bass.