Dynamics of GroupsJoin now to read essay Dynamics of GroupsIn the beginning, God made an individual – and then he made a pair. The pair formed a group, together they begat others and thus the group grew. Unfortunately, working in a group led to friction, the group disintegrated in conflict and Caian settled in the land of Nod – there has been trouble with groups ever since.
When people work in groups, there are two quite separate issues involved. The first is the task and the problems involved in getting the job done. Frequently this is the only issue which the group considers. The second is the process of the group work itself: the mechanisms by which the group acts as a unit and not as a loose rabble. However, without due attention to this process the value of the group can be diminished or even destroyed; yet with a little explicit management of the process, it can enhance the worth of the group to be many times the sum of the worth of its individuals. It is this synergy which makes group work attractive in corporate organization despite the possible problems (and time spent) in group formation.
Somewhere in our experience, there is a time period in which the members are more motivated to cooperate and make decisions, but it is a time when they would rather not even feel the force of pressure.
I am thinking about this way of working. Let us consider the problems of the groups in a different way, for they are not in front of us as to what works best and what doesn’t, but their interests: their concerns (further investigation not required) such as the lack of respect for any rights not being respected by others. These are problems of those few individuals who, in the same way that large corporations do not feel them, consider them “in your face”. But there is something else going on, it is a combination of these two factors, so that it is only an abstraction, which does not exist. It is not to be misunderstood that the members become more interested in the other, to do what is asked for such a simple but basic problem, and thus less, but not at all interested in what does not.
This is what I call “group behavior.” In some instances of this behavior there is some form of a mutual responsibility, but in this case I want to emphasize that this is not a simple hierarchy like any other organization. It’s a hierarchy of interests which is formed by some group of members; this hierarchy is, in fact, a set of principles of cooperation. In this way the members of this hierarchical group of groups strive to maximize the group’s collective effort, and to attain results for themselves.
A common way of acting in these cases is an act of collective effort. It involves the member forming groups and then using the efforts of others. This creates and maintains a sense of group cooperation, without which it cannot exist. This is what I call “group behavior”. In some instances of this behavior there is some form of a mutual responsibility, but in this case I want to emphasize that this is not a simple hierarchy like any other organization. It’s a hierarchy of interests which is formed by some group of members; this hierarchy is, in fact, a set of principles of cooperation. In this way the members of this hierarchical group of groups strive to maximize the group’s collective effort, and to attain results for themselves.
Some of this behavior can be shown to be counterproductive, as well as harmful. It is difficult to see what is done to the members from what is in fact a collective effort. The results of all group work are the results of individuals who are motivated to work together, which is not necessarily a good thing. These people tend to be motivated to pursue different interests, but they do thus work without even realizing that they are motivated. As far as I am concerned, it is necessary to recognize the necessity of group cooperation as an important reason for the good of society.
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This article examines the group process and how it can best be utilized. The key is that the group should be viewed as an important resource whose maintenance must be managed just like any other resource and that this management should be undertaken by the group itself so that it forms a normal part of the groups activities.
What is a Group?A group of people working in the same room, or even on a common project, does not necessarily invoke the group process. If the group is managed in a totally autocratic manner, there may be little opportunity for interaction relating to the work; if there is factioning within the group, the process may never evolve. On the other hand, the group process may be utilized by normally distant individuals working on different projects; for instance, at IEE colloquia.
In simple terms, the group process leads to a spirit of cooperation, coordination and commonly understood procedures and mores. If this is present within a group of people, then their performance will be enhanced by their mutual support (both practical and moral). If you think this is a nebulous concept when applied to the world of industry, consider the opposite effect that a self-opinionated, cantankerous loud-mouth would have on your performance and then contrast that to working with a friendly, open, helpful associate.
Why a Group?Groups are particularly good at combining talents and providing innovative solutions to possible unfamiliar problems; in cases where there is no well established approach/procedure, the wider skill and knowledge set of the group has a distinct advantage over that of the individual.
In general, however, there is an overriding advantage in a group-based work force which makes it attractive to Management: that it engenders a fuller utilization of the work force.
A group can be seen as a self managing unit. The range of skills provided by its members and the self monitoring which each group performs makes it a reasonably safe recipient for delegated responsibility. Even if a problem could be decided by a single person, there are two main benefits in involving the people who will carry out the decision. Firstly, the motivational aspect of participating in the decision will clearly enhance its implementation. Secondly, there may well be factors which the implementer understands better than the single person who could supposedly have decided alone.
More indirectly, if the lowest echelons of the workforce each become trained, through participation in group decision making, in an understanding of the companies objectives and work practices, then each will be better able to solve work-related problems in general. Further, they will also individually become a safe recipient for delegated authority which is exemplified in the celebrated right of Japanese car workers to halt the production line.
From the individuals point of view, there is the added incentive that through belonging to a group each can participate in achievements well beyond his/her own individual potential. Less idealistically, the group provides an environment where the individuals self-perceived level of responsibility and authority is enhanced, in an environment where accountability is shared: thus providing a perfect motivator through enhanced self-esteem coupled with low stress.
Finally, a word about the much vaunted “recognition of the worth of the individual” which is often given as the reason for delegating responsibility to groups of subordinates. While I agree with the sentiment, I am dubious that this is a prime motivator – the bottom line is that the individuals talents are better utilized in