Slide 1GrouphateTwo types of groupsGroup productivityBruce Tuckman’s Group Development StagesFour aspects of group climateGroup normsHigh status members and normsResponding to contributionsRoles members playInformal rolesInformal rolesCohesivenessBalancing fit and diversityTypes of power in groupsPast ideas about leadershipCurrent thought on leadershipTypes of followersImportance of followingWho will be the leader?FlowSlide 229 Civil communication in groupsGrouphate•Negative attitude toward group work•Overcome with training•Growth mindsetTwo types of groupsShort-Term, Task-Oriented•Temporary membership, disband after goal met•Example: Class project•Becoming norm in workplaceLong-Term, Relationship-Oriented•Length of membership is indefinite•Not task-dependent;attraction to members determines length of membership•Example: Hobby clubGroup productivity•The larger the group, the less effective•3-4 members most effective; least effective is > 7•Behaviors influencing group performance: Performance monitoring = observing the early work of other team members (Expect what you inspect) Backing up behavior = members identify mistakes of others and provide training so not repeated (Deal with problem behavior early)Bruce Tuckman’s Group Development Stages1) Forming = First contact, roles uncertain, very polite, hesitant to say strong opinions, getting acquainted, want to make good impression2) Storming = Ideas challenged, important issues argued, vie for leadership and trust, conflict occurs and must be managed to allow safe sharing of ideas3) Norming = Roles defined, norms established, begin to be more cohesive, work as a team, more comfortable4) Performing = focus on working harmoniously to meet goals and make decisions; flex as needed. When this stage is going well, members are highly energized, loyal, and willing to meet challenges.Four aspects of group climateGroup climate = the negative or positive feeling the team members have about the team and the accomplishment of the taskGroup Norms Responding to ContributionsRoles Members Play CohesivenessGroup norms•Norms may or may not be written down. Norms may be assumed but not discussed (timely arrivals, meeting deadlines, participating in discussions, etc.), OR norms can be deliberately debated and stated (team expectations).•Norms create expectations/standards for members.•If norms haven’t been discussed and an assumed one is broken, the team should clarify and decide consequence.•If norms have been identified but are not enforced, a new norm is established, which is non-compliance is okay.•When norms are clear and sanctions(punishment) for violations applied fairly, members have less uncertainty and group climate is likely to benefit.High status members and norms•High-status member could be leader, member with valuable information, member with rare talents, etc.•Research shows high-status member can get away with more norm violations without sanctions than lower-status members.•Perhaps high-status violation of norms perceived differently than lower-status violation, or lower-status members are intimidated by high-status members.However, when high-status members are sanctioned, they typically receive greater punishments for a norm violation than those of lower status.Responding to contributionsA lack of self-restraint and failure to listen to and validate the opinions of others can hurt group climate.•Shift response = as soon as one member states an opinion, a second member states his own opinion without fully exploring the contribution of the first member. This shuts down first speaker.•Competitive interrupting = listener doesn’t let member finish stating opinion but cuts the member off while speaking to give own opinion. •Ambushing = waiting to pounce on another member’s ideas as soon as member stops talking.Roles members playRoles = the behavior demonstrated by a member of a group. Roles are created when people interact and can be formal or informal.Formal roles = assigned positions. Examples: Leader, note taker. Other group members have expectations for those in formal roles, especially the leader.Informal roles = roles that are not assigned, but that arise as people interact with one another. There are three types of informal roles.Informal rolesWhat must a car have to provide transportation? An engine? Tires? These are similar to the task roles: informal roles needed to get the job done. They might include giving and receiving information, clarifying ideas, etc.What makes riding in a car an enjoyable experience? Air conditioning? A radio? These features are desirable, but not absolutely essential for transportation. These are similar to maintenance roles: informal roles that include supporting and encouraging others, helping relieve tensions, and monitoring feelings of others.Informal rolesWhat makes riding in a car an uncomfortable experience?Unreliable speedometer? Turn signals not working? These are similar to disruptive roles: informal roles that include demanding attention, clowning around, texting instead of participating, always complaining, socializing or studying instead of being on task, etc.CohesivenessWhat keeps members together and committed to the group?Typically, such features as:Stable membership, small size, honest communication with appropriate disclosure, satisfied members.While cohesiveness cannot be forced, it can be encouraged by: Valuing the contributions of others, understanding unique school/work/family situations, getting acquainted in an informal setting, offering assistance, accepting assistance, etc.Balancing fit and diversityYou belong to a cohesive team that needs a new member.Reinforcing FitYou choose to maximize the cohesiveness of the team.You select a person who seems to “fit” the current group. A problem occurs if person has superficial similarities (ethnicity, gender, education, etc.), but lacks vital requirements (work ethic, integrity, etc.). Extending FitYou choose to emphasize diversity instead of cohesiveness. You select a person who brings a different perspective to increase team creativity. A problem occurs if person brings diversity, but also causes conflict because members don’t see things the same.Types of power in groups•Reward—providing desired outcomes in return for compliance•Coercion—threatening punishment if compliance is not offered•Legitimacy—having the ability to compel