Intra/Inter-group Behavior,
Teambuilding and Decision
Making
Group Definition

An organized system of two or more individual
who are interrelated so that the system performs
some function, has a set of role relationships
among its members, and has a set of norms that
regulate the function of the group and each of its
members. Something about this system must be
rewarding to its members or it will cease to exist.
This definition implies that if a
group is to exist within an
organization, the members must be




Motivated to join
Perceive the group as a unit of interacting
people
Contribute in different amounts to the
groups function.
Through interaction reach agreement and
overcome disagreement
Types of Groups: Formal
versus Informal


Formal - members of a group based on
their position in the organization
Informal - natural groupings of individuals
based on their social needs, etc.
Formal Groups

1. Command Groups

Specified by the org. chart


i.e. work groups that have a supervisor and
subordinates.
2. Task Groups

Project oriented groups

i.e. in a matrix organization
Informal Groups


1. Interest Groups
 Affiliation in order to achieve a mutual objective
2. Friendship Groups
 Groups that form because of commonalties of the
members.
 i.e. age, interests, background

Relationship usually extends to non-working hours.
Why do people join groups?




Satisfy needs - especially social and esteem
Proximity and attraction
Identify with group goals
Economic reasons (i.e. unions etc.)
Stages in Group
Development
Six stages from formation to maturity
1.
2.
3.
4.
5.
6.
7.
Orientation (Forming)
Conflict and Challenge (Storming)
Cohesion (Norming)
Delusion
Disillusion
Acceptance (Performing)
Adjourning
Six Stages...
1. Orientation


Characterized by questions such as who’s in charge? How
should we proceed? What are out goals?
Group members need guidance from the group leader.
2. Conflict and Challenge


Involves resistance and rebellion against the guidance and
direction of the leader.
Group members test the waters and see how they fit into the
groups power structure.
Six Stages...
3. Cohesion

Occurs when the members have agreed to or
accepted the group power and authority structure.

groups that often fight and rebel never make it to this
stage
4. Delusion

Involves members deceiving themselves that all
interpersonal problems have been resolved and
trying to maintain an appearance of harmony.
Six Stages...
5. Disillusion

Involves a slow realization by group members that
they are functioning below their potential. Some
members want to bring problems out in the open
while others want to suppress them.

Usually a return to a strong dependence on the leader
Six Stages...
6. Acceptance

Involves group members openly sharing their
perceptions with each other which leads to mutual
understanding of group’s and each member’s
expectations.

The group becomes flexible and influence shifts
depending on the skills needed at that time.
Factors that affect group
behavior
Size
•
Usually ranges between 2 and 16 with 12
being optimal for open exchange and
effective decision making.
Roles



Expected - behaviors determined by
management
Perceived - behaviors believed should be
done
Enacted - what actually is done

When these are not congruent role conflict
arises.
Norms -Standards or rules shared
by group members


Can only be formed when related to group
activities
Not always accepted by all group members
Norms …
Conformity is based on...
• Personality i.e. intelligence, needs
• Stimuli - the more ambiguous the more conformity
• Situational factors - group size and structure. i.e.
feelings of anonymity
• Intragroup Relationships
• Types of pressures
• Success in achieving goals
• Degree of identification with the group
Leadership


In a formal group leader has power based
on position to enforce sanctions.
The informal leadership power based on
status, seniority, respect etc.
Effective Group Leadership
depends on...


Creating and maintaining a clear
conception of the primary task or goal.
Maintaining a unique position in the group
by both participating in it and remaining
sufficiently detached to observe the group
as a whole.
Effective Group Leadership
depends on...


Assuming primary responsibility for the
regulation or control of interactions
between the group and other groups or
individuals.
Permitting and encouraging some shifting
of leadership tasks among members who
are more qualified to meet the changing
demands of the group.
Cohesiveness


Strength of the members desires to remain
in the group and their commitment to the
group. It is also influenced by the degree
of compatibility between group goals and
individual goals.
Usually high cohesiveness helps task
completion because of the group working
together unless the cohesiveness is caused
by goals that are contrary to the
organization’s goals.
Groupthink Video: How can such an highly
cohesive group be so dysfunctional?
Symptoms of Groupthink








Invulnerability
Rationalization
Morality
Stereotyping
Direct Pressure
Self-censorship
Unanimity
Mindguarding
External Environment External to group

Technology, physical conditions,
management practices, rules, leadership,
and rewards and punishments.
Type and Complexity of the
task
Role Conflict: Having
many masters…

Stress
Work Teams…



To define the concept of a work team
To provide a brief overview of work teams
To describe team implementation issues
The Abilene Paradox


What could have been done to avoid the
situation?
Has there ever been an Abilene Paradox
where you work? Your own personal life?
What is a Team?

Break into small groups and define the
concept of “work team”
Work Teams Defined...

The basic tenet of work teams is that jobs
and organizations should be designed
around processes instead of functions and
that the basic production unit should be the
team and not the individual.
Work Teams Defined…

Fully mature work teams set their own
work goals and perform all the tasks
associated with the work process.
Work Teams Defined…

Remember, teams/groups are formed for
SYNERGY. That is--to accomplish more
than individuals can accomplish separately.
Successful Results from the Use
of Work Teams






Xerox
P&G
Crayola
Blue Cross of CA
AT&T
Shenandoah Life
Teams
The Transition to Work Teams: A
Model of Group Formation





Forming stage
Storming stage
Norming stage
Performing stage
Adjourning stage
Effective team development allows the team to
process through the stages.
It takes on average, three years to peak at the
performing stage!
Levels of Work Team Implementation:
One Size Does Not Fit All!




Project/Problem Solving Teams
Matrix/Cross-functional Teams
Semi-autonomous Teams
Self-directed/Autonomous Teams
Key Elements of Work Teams...
Commitment



Top management support.
Critical during the forming and storming
stages
Commitment does not mean control!!!
Training and Development

A commitment to both technical and
interpersonal training
Information Resources

Need to have access to necessary information
on productivity, quality, etc.
Reports
Reward Systems



Probably the most difficult component.
How do you measure team performance?
How do you deal with the individual?
IBC
Patience and Trust--The team
learning curve
Common Barriers to
Implementation
Resistance to change

“If you always do what you’ve always
done, you will always get what you always
got!”
Work Context


Work teams are not appropriate to all work
situations such as highly specialized
functions.
25-30 percent of workers do not want to be
“empowered”
When Should a Group be Used
for Decision Making?
High
Need for
Acceptance
Include those
affected
Make the
decision yourself
Include those
affected and experts
Include Experts
Low
Need for Quality
High
Management Indulgence



The failure to provide proper direction.
Teams are often highly motivated but lack
clear direction.
Empowerment does not mean
abandonment!
Impatience


Teams are not immediately effective.
Remember the team learning curve?
Interpersonal Conflict



Status differences
Role relationships
Work sequencing
Employee Security

When a company moves to fully selfdirected teams, some employees feel that
their jobs will be rendered obsolete.
Employee Relations



Trust
Policies
Reinforcement System
The Future of Work Teams




Teams mobilize the human element.
Teams improve the quality of decisions
made.
Requires a long-term business focus for
teams to reach maturity
Determine what level of team involvement
is appropriate.
Ten Questions to Ask About Your
Team...
1.
2.
3.
4.
5.
Are the leader/facilitator’s expectations clear to
everyone?
Are members’ expectation for each other well
communicated?
Are you a cohesive and integrated team?
Do members help each other appropriately,
giving feedback on how their behavior affects
each other’s effectiveness? Are members honest
with each other?
Does the team have all the skills and abilities it
needs to do the job?
Ten Questions to Ask About Your
Team...
6.
7.
8.
9.
10.
Is each member doing his or her utmost to help
you?
Does the team communicate well with others?
As a group, do you place a high priority on
developing each other?
Is each member involved in decision making?
Are you satisfied as a member of this team?
Some Characteristics of Good
Team Leaders
•
•
•
•
•
•
Facilitator
Problem solver
Motivator
Coach/Mentor
Listener
Empowerment
•
•
•
•
Participatory
Decision Making
Communicator
Resource seeker
Understand change
The Challenge!!!
“If you always do what you have always
done, you will always get what you have
always got.”
Group Decision Processes
Which is better individual or
group decision making?

Better to ask under what conditions is
group, individual or some combination
better more effective.
Nature of the problem


Groups are better when the tasks involve
generating many unique ideas, recalling
information accurately, and assessing
ambiguous situation.
Individuals are better when thinking out
problems whose solutions require making
long chains of decisions.
Judgmental Decisions

Group decision making is better when
important judgmental decisions need to be
made that have the following
characteristics.
Judgmental Decisions...





Benefits are substantial, costs of errors are
high, and it is difficult to salvage bad
decisions.
Information is incomplete
Many feasible alternatives exist
Identifying optimal alternative is difficult
Feedback about results of the decision will be
long in coming.
Acceptance of decisions
Effective Group Decision
Making


Once the decision is made to use a group
how does a manager implement group
decision making?
Morris and Sashkin Group Decision
Making Model
Decision Making Process
1.
2.
3.
4.
5.
6.
Problem Definition
Generate Solutions
Turn Ideas to actions
Select best solution
Monitor Decision
Evaluation of the Decision
Overcoming Problems

Brainstorming - enhances creative
output of the group
Overcoming groupthink
symptoms and politics etc.


Based on a STRICT set of rules so that
politics etc. can be taken out
Rules
1. No idea is to ridiculous
2. Each idea belongs to the group not the
individual
3. No idea can be criticized

cause decreased output by others
Delphi Technique

Involves the collection and comparison of
anonymous judgments on the question at
hand.
The Delphi Process






Advantage is that you have several judges but
they don’t meet face to face.
Collect judgments by questionnaire i.e. mail
These judgments are then collected and
summarized as the group consensus.
A second questionnaire is sent out to assess this
consensus
The consensus is then revised
2-3 rounds of questionnaires is enough.
Nominal Group Technique

Brings people together without verbal
communication. The people are a group in name
only.
NGT process


A group of 5-10 individuals writes ideas on paper.
After 5 minutes or so a structured sharing of these
ideas take place.
 Each person takes a turn and shares an idea.
 These ideas are recorded on a blackboard or some
other medium.
 Continues until all ideas are shared.
Nominal Group Technique...


Each idea is then discussed and a vote
taken Independent vote taking is used.
Usually top 3 ideas are ranked.
Decision is made by adding up the votes.