Group Dynamics: Detailed Notes with Examples

Types of Groups

Groups in organizations can be broadly classified into two main categories: formal and
informal groups.

Formal Groups

 Definition: Created by the organization to achieve specific objectives.

 Examples: Departments (e.g., sales, HR), committees, project teams, task forces267.

 Subtypes:

o Command Group: Defined by the organization’s structure; consists of a

manager and their direct reports.
Example: The finance department led by the finance manager27.

o Task Group: Formed to accomplish a specific task, often temporary.

Example: A team assembled to plan the annual company event27.

Informal Groups

 Definition: Formed naturally, based on personal relationships or common interests,

not by organizational mandate.

 Examples: Friendship groups, interest groups (e.g., a lunchtime walking club,

employees advocating for environmental initiatives)247.

 Subtypes:

o Friendship Group: Based on personal affinity or shared backgrounds.

Example: Colleagues who regularly have coffee together27.

o Interest Group: Formed around a specific issue or interest.

Example: Employees forming a group to lobby for flexible work hours27.

Other Classifications

 Production Groups, Service Groups, Project Groups, Action/Performing Groups:

Specialized formal groups based on organizational needs3.

Group Formation

Groups typically form through several stages (often described by Tuckman's model):

1. Forming: Members come together and get to know each other.

 o Example: A new project team meets for the first time.

2. Storming: Conflicts may arise as individuals assert opinions.

o Example: Team members debate the best approach to a project.

3. Norming: Group establishes norms, roles, and cohesion.

o Example: The team agrees on meeting times and decision-making processes.

4. Performing: The group works efficiently towards goals.

o Example: The project team collaborates smoothly to meet deadlines.

5. Adjourning: The group disbands after achieving objectives.

o Example: The task force dissolves after completing its assignment.

Why People Join Groups:

 Affiliation, security, status, self-esteem, achieving goals, power, and influence24.

Group Decision Making

Groups make decisions using various methods, each with strengths and weaknesses:

 Consensus: All members agree on the decision.

o Example: A team unanimously agrees on a marketing strategy.

 Majority Rule: Decision is based on the majority vote.

o Example: 4 out of 6 team members vote to adopt a new software.

 Minority Rule: A small subgroup makes the decision for the larger group.

o Example: A subcommittee decides on the conference agenda.

 Expert Decision: The most knowledgeable member decides.

o Example: The IT specialist selects the cybersecurity protocol.

 Authority Rule: The leader makes the final decision.

o Example: The manager chooses the vendor after team input.

Common Group Decision-Making Phenomena:

 Groupthink: Desire for harmony leads to poor decisions.

 Group Polarization: Group decisions are more extreme than individual views.
  Abilene Paradox: Group agrees on a course of action that no individual actually
prefers5.

Team Building

Definition: Team building involves activities and processes that help a group become a
cohesive and effective team.

Key Elements:

 Role Clarification: Defining each member’s responsibilities.

 Goal Setting: Establishing clear, shared objectives.

 Interpersonal Relations: Building trust and communication.

 Problem Solving: Developing strategies to overcome obstacles.

Example:
A company organizes an offsite retreat where employees participate in problem-solving
games, trust exercises, and workshops to improve communication and collaboration.

Collaboration

Definition: Collaboration is the process of working together to achieve a common goal,

leveraging the diverse skills and perspectives of group members56.

Features:

 Cooperation: Sharing information and resources.

 Communication: Open and effective exchange of ideas.

 Coordination: Aligning efforts and timing.

 Mutual Respect: Valuing each member’s contribution.

Example:
In a product development team, engineers, designers, and marketers collaborate to launch a
new product, each contributing their expertise to ensure success.

Group Roles and Behaviors (with Example)

 Task-Oriented Roles: Initiator, informer, clarifier, summarizer.

 Relationship-Oriented Roles: Harmonizer, gatekeeper, encourager, consensus tester.

  Individual Roles: Dominator, avoider, blocker, cavalier6.

Example:
In a project group:

 Rohit (initiator) proposes the idea.

 Raj (informer) gathers data.

 Sid (clarifier) interprets information.

 Rahul (summarizer) concludes results.

 Rohit (harmonizer) resolves disputes.

 Sid (gatekeeper) ensures participation.

 Raj (encourager) motivates others.

 Rahul (consensus tester) checks agreement.

 Rohit (dominator) tries to control decisions.

 Rahul (avoider) shirks tasks.

 Raj (blocker) opposes ideas without alternatives.

 Sid (cavalier) participates non-productively6.

Summary Table: Types of Groups and Examples

Group Type Formal/Informal Example

Command Group Formal HR department under HR manager

Task Group Formal Project team for new software implementation

Friendship Group Informal Colleagues who lunch together

Interest Group Informal Employees advocating for green initiatives