Group Dynamics in Social Psychology
Concept of Group Dynamics
Chapter: 3
Group Dynamics
•
The term group dynamics was originally used by Kurt Lewin (1948)
to described what went on in small groups. Lewin was especially
interested in how group climates and processes influence the
interactions of group members and ultimate outcomes.
•
He thought many factors contributed to the overall concept of group
dynamics, for instance, group purpose, communication patterns,
power/control issues, and member’s roles. For instance, if the
group’s purpose is to fight a common enemy and save a country, the
intensity, roles communication procedures, control issues, and
interactions of its members are quite different from those of a group
formed to study the influences of modern art in conservative
communities. (Group Work a counseling specialty P.27)
•
Lewin used the term group dynamics to stress the
powerful impact of these complex social processes on
group members. It refers not only to the powerful
processes that occur within groups but also to the
scientific study of these processes. (Group dynamics by
Donelson)
•
Lewin is generally given the credit for coining and
popularizing the term group dynamics. To Lewin group
dynamics is both the powerful processes that influence
individuals when in group situations and the study of
these processes. (Group dynamics by Donelson)
•
Group dynamics seems to have two sides. To some, it is
the field of Sociology: It focuses on the groups of people
and how these groups influence and are influenced by
social forces. (Group dynamics by Donelson)
•
In Psychological point of view
, the focus is
on individual’s thoughts, actions, and
emotions, and these individuals just
happen to be in groups rather than alone.
Definition of Group dynamics
•
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Functional components of
Group dynamics
1.
Group as a whole
(Physical and non-Physical structure)
–
Physical structure consists of seating arrangements,
architectural design of the room/hall, other related tangible
things
–
Non Physical structure consists of the social roles, statuses,
types of social interaction, communication etc
2.
Group members
: each and every group members have equal importance
in the group dynamics. The member's attitude, level of perception, and
participation are very important. Some group members are facilitative
in nature while some are problematic for the smooth functioning of
group dynamics.
•
3.
Group leadership
:
authoritative, democratic or lassies
faire
•
4.
Group Work Process:
Planning for the group, methods
being used for the processing of groups.
there is difference between group work process and
group process. Former means a conscious efforts while
the latter means simultaneous process which occur
automatically when two or more person get together
and share experiences.
Concepts of Group Dynemics-
Social Ecology
•
Social ecology is the science of relationship
between human population, their
communities and environment.
•
Many environmental groups are specifically
concerned about the relationship of humans
to our world resources. More specifically, and
ecological perspective in social work means
looking at the interdependencies of a client or
client system and other social systems in its
environment.
•
It tries to improve the coping pattern of the
people in their environment to obtain a better
match between an individual’s need and
characteristics of his or her environment.
•
People interact with many systems like family,
education, social service system, political,
religious, goods and services, employment
services.
In Ecological Model Social Work focus on three
main areas.
•
It focus on the person and seek to develop
problem- can focus on the relationship between a
person and the solving, coping, and
developmental capacities.
•
Second, it can focus on the relationship between
person and the system he or she interact with
needed resources, services and opportunities.
•
It can focus on the system and seek to reform
them to meet the needs of individuals more
effectively.
Social Influence
•
Social influence
occurs when one's emotions,
opinions, or behaviors are affected by others.
Social influence takes many forms and can be
seen in
conformity
,
socialization
,
peer pressure
,
obedience
,
leadership
,
persuasion
.
•
The term conformity is often used to indicate an
agreement to the majority position, brought
about either by a desire to ‘
fit in
’ or be liked
(normative) or because of a desire to be correct
(informational), or simply to conform to a social
role (identification).
•
http://www.simplypsychology.org/conformity.html
In 1958, Harvard psychologist,
Herbert Kelman
identified three broad varieties of social
influence.
[2]
1.
Compliance
is when people appear to agree
with others, but actually keep their dissenting
opinions private.
2.
Identification
is when people are influenced by
someone who is liked and respected, such as a
famous celebrity.
3.
Internalization
is when people accept a belief
or behavior and agree both publicly and
privately.
•
Morton Deutsch and Harold Gerard described two
psychological
needs
that lead humans to conform to
the expectations of others. These include our need to
be right (
informational social influence
), and our need
to be liked (
normative social influence
).
•
Normative influence is the desire to meet
other
people’s expectations and to be accepted by others.
Normative influence is an influence to conform to the
positive expectations of others. In terms of Kelman's
typology, normative influence leads to public
compliance, whereas informational influence leads to
private acceptance.
•
•
Informational influence is accepting
and being
persuaded by information provided by others.
•
Informational influence (or
social proof
) is an
influence to accept information from another
as evidence about reality.
Primary Affiliation Group
•
Primary group is basic and natural and we
have no option to choose primary group e.g.
relationship with parents.
•
Most of the learned behavior of individual is
acquired through the interaction with the
members of primary group, which last
throughout the life of a person.
•
Primary groups, such as family and friends, are small,
long term
•
These groups are characterized by face-to-face
interaction and high levels of cohesiveness, solidarity,
and member identification. In many cases, individuals
become part of primary groups involuntarily: Most are
born into a family, which provides for their well-being
until they can join other social groups. Other primary
groups form when people interact in significant,
meaningful ways for a prolonged period of time.
Cooley (1909, p. 23) thought that primary groups
protect members from harm, care for them when they
are ill, and provide them with shelter and substenance.
•
But he believed that their most important
function was in creating a bridge between the
individual and society at large:
•
Primary groups are primary in the sense that
they give the individual his earliest and
completest experience of social unity, and also
in the sense that they do not change in the
same degree as more elaborate relations, but
form a comparatively permanent source out
of which the latter are ever springing.
Secondary Affiliation Group
•
In secondary group relations of individuals are less
personal and no emotional attachment with one
another.
•
Their contact are casual and based on contract, when
contract ends, the relationship ends e.g. interaction
between employer and his employee, shopkeeper and
customer.
•
Such groups are larger and more formally organized
than primary groups, and they tend to be shorter in
duration and less emotionally involving. However,
secondary groups continue to define the individual’s
place in the social structure of society
Hawthorn Effect
•
The term was coined in 1958 by Henry A.
Landsberger,
[5]
when analyzing earlier experiments
from 1924–32 at the
Hawthorne Works
(a
Western
Electric
factory outside Chicago). The Hawthorne
Works had commissioned a study to see if their
workers would become more productive in higher or
lower levels of light. The workers' productivity seemed
to improve when changes were made, and slumped
when the study ended. It was suggested that the
productivity gain occurred as a result of the
motivational
effect on the workers of the interest being
shown in them.
•
The
Hawthorne effect
(also referred to as
the
observer effect
[1]
[2]
) is a type
of
reactivity
in which individuals modify an
aspect of their behavior in response to their
awareness of being observed. It brings
behavioral change due to an awareness of
being observed, active compliance with the
supposed wishes of researchers because of
special attention received, or positive
response to the stimulus being introduced.
•
The Hawthorne effect is a psychological
phenomenon that produces an improvement in
human behavior or performance as a result of
increased attention from superiors, clients or
colleagues. In a collaborative effort, the effect can
enhance results by creating a sense of teamwork
and common purpose. In
social networking
, the
effect may operate like peer pressure to improve
the behavior of participants.
•
http://whatis.techtarget.com/definition/Hawthor
ne-effect
Functional components of
Group dynamics
1.
Group as a whole
(
Physical and non-Physical structure)
•
Structure of the group:
refers to both the physical setup of a
group as well as the interaction of each group member in
relation to the group as a whole.
•
Both types of structures influence how successful or
harmonious the group will be and whether individual or
group objectives will be met.
•
Leaders and members have an ability to structure a group
for better or worse. In this section, the physical structure of
a group will be examined with the essence of group
interaction.
•
Physical structure
consists of seating arrangements,
architectural design of the room/hall, other related
tangible things.
•
Social Psychologists
believe that architectural design of
hall or room has vital impact on the members behavior. If
the structure of the hall suits the group purpose and
nature, it will have positive impact and will lead to
positive group dynamics and change.
•
The structure of the group
should be sound proof, have
proper lighting, and available technology according to
the need, it will facilitate the group process.
•
Seating arrangement is one the most important part of
part of physical structure.
•
Many groups, regardless of purpose, use a
CIRCLE
format. In this configuration, all members have direct
access to each other. They have implied equality in status
and power.the disadvantage of this arrangement is the
lack of a perceived leader in the structure unless the
identified leader is active and direct. Overall, the circle
lends itself to being a democratic structure for
conducting group work and is probably the best structure
way for ensuring equal “air time” for all group members.
•
Chain arrangement
.
People are positioned or seated along
a line, often according to their rank in a group.
Communication is passed from a person at one end of the
configuration to a person at the other end through others.
•
“
U
”
shape arrangement
•
Theatre style:
where they are seated in lines and rows.
Because of the emphasis in many psycho educational
groups on obtaining cognitive information, this
arrangement may be useful.
•
Non Physical structure
consists of the social roles,
statuses, types of social interaction, communication etc
•
Group interaction can be describe as the way members
relate to each other . It consists of nonverbal and verbal
behaviors and the attitudes that go with them.
•
Nonverbal behaviors
make up “more than 50 % of the
messages communicated in social relationships” and are
usually perceived as more honest and less subject to
manipulation than verbal behaviors. The four main
categories of nonverbal behavior are body behaviors,
interaction with the environment, speech, and physical
appearance.
•
Verbal behavior
is also crucial in group
dynamics. One of the most important
variables n group work to track is who
speaks to whom and how often each
members speaks.
•
Value:
the usefulness, importance of
something, principles and beliefs about
what is important in life and how people
should behave.
2. Member’s roles & Group Dynamics
•
A role is conceived as
“
dynamics structure within an
•
individual (based on needs, cognition,and values), which
usually comes to life under the influence of social stimuli or
defined positions”.
•
The demonstration of role is based on the individual’s
expectation of self and others and the interactions one has in
particular groups and situations. For examples, a reflective
and introverted person might take the role of a “group
observer” in an active counseling group.
•
Types of role:
•
One way to conceptualize most roles in groups is to view
as primarily functioning in one of three:
•
FACILITAITVE/BUILDING ROLE
•
MAINTENANCE ROLE
•
BLOCKING ROLE
•
Facilitative role/building role
:
is one that adds to the functioning
of a group in a positive and constructive way. Members
who take on such a role may serve as:
•
Facilitator or encourager
: in this position, individuals play the
role of a counselor helper. They make sure everyone feels
comfortable. Their motive often is keep the focus off
themselves.
•
Initiators of actions & ideas
•
Information seekers
•
Opinion seekers
•
coordinators
•
Orientor's
•
Evaluators
•
Recorders
•
This role mainly focuses on helping everyone feel like a
part of the group. Those members who function in this
way help the group develop like a part of the group
develop while keeping conflict to a minimum.
•
A maintenance role
:
is one that contributor to the
social emotional bonding of members and the
overall well-being of the group. When
interpersonal communication in the group is
strained, there is a need to focus on relationships.
Persons who take on such roles are social and
emotionally oriented. They express themselves by
being:
Encouragers
,
harmonizes
,
compromisers
,
commentators
, and
followers
. In group
maintenance, group members are encouraged to
openly express “both positive and negative
feelings, supportive responses to members
concerns and contributions, and acceptance of
differences”.
Blocking role
•
It is essentially an anti group role.
Individuals who take this role act
as:
•
Aggressors, blockers, dominators,
recognition seekers, and self-
righteous moralists.
Problems in carrying out roles
•
Sometimes there are problems in the fulfillment of
roles. Both internal & external factors contribute to
these problems, and there is seldom a simple cause.
Four major forms of role transition.
•
In
role collision:
there is a conflict between the role an
individual plays in the outside world (such as being
passive observer) and the role expects within the group
(such as being an active participant).
•
Role incompatibility
, a person is given a role within the
group (as being the leader) that he or she neither
wants nor is comfortable exercising.
•
Role Confusion
: occurs when a group
member (s) simply do not know what role
to perform. This often happens is leaderless
group where members do not know if they
are to assertive in helping to establish an
agenda or to be passive and just let the
leadership emerge.
•
Role transition
: a person is expected to
assume a different role as the group
progresses but does not feel comfortable
doing so.
•
Leadership (Group Leadership)
Leadership has been described as the:
“
process of social influence in which one
person is able to enlist the aid and
support of others in the
accomplishment of a common task
”.
"
Leadership is ultimately about creating a
way for people to contribute to making
something extraordinary happen
”
•
Responsibilities and roles
:
Responsibilities of leader in group situation:
Safety:
it is the responsibility of the leader to
provide security and safety to the group
members from any undue influence. It may be
from the side of organization or blockers.
Honesty :
Honesty is the best policy for a
leader. He or she has to be honest what
he/she say and doing. It means there must be
no contradiction between his/her words and
action. He/she has to utilize the resources of
the organization with honesty and with
maximum benefit for the members
.
•
.
Establish trust:
if leader provide security to the
group from any undue influence, it will develop
a environment of trust.
•
Teach skills:
imparting skills related to
communication skill, decision making, crisis
management, coping effectively with their
interpersonal and interpersonal problems, to the
group is the major responsibility of the leader.
•
Role model:
leader’s verbal & non-verbal
behavior are very important & meaningful for
the members. They take influence from each
behavior and in practice in their practical life.
•
Provide balance: balance in relationship with
the members is the important responsibility. it
has taken from the principle of purposeful
worker group relationship.,
•
Adapt to situation(s):
leader has to be
flexible and adaptive in nature. He has to
mould himself/herself in all sort of situation
whether it is crisis situation or normal
situation.
•
Make decisions:
making effective decision
in normal and crisis situation is the prime
responsibility of the leader.
•
Provide motivation:
leader motivate and
inspire people by helping group members see the
importance and higher good of the task
Facilitate group interaction
Be sensitive to needs of group
Deal with expectations of others
Functions of a Leader
Functions are categories in two two groups:
A. Task oriented functions:
B. Relationship oriented functions.
also known as “Transformational function”) focus upon
the connections formed between leaders and followers.
These leaders motivate and inspire people by helping
group members see the importance and higher good of
the task
A
.
Task Oriented Functions/Behaviors
Information and Opinion Giver:
Offers facts,
opinions ideas, suggestions, and relevant information to
help group discussion.
I
nformation and Opinion Seeker:
Asks for facts,
information, opinions, ideas, and feelings from other
members to help group discussion
.
Starter:
Proposes goals and tasks to initiate action
within the group.
Direction Giver:
Develops plans on how to proceed
and focuses attention on the task to be done.
Summarizer:
Pulls together related ideas or
suggestions and restates and summarizes major points
discussed.
Coordinator:
Shows relationships among various ideas
by pulling them together and harmonizes activities of
various subgroups and members.
.
Diagnose:
Figures out sources of difficulties the group has in
working effectively and the blocks to progress in accomplishing
the group's goals
Energizer:
Stimulates a higher quality of work from the group.
Reality Tester:
Examines the practicality and workability of
ideas, evaluates alternative solutions, and applies them to real
situations to see how they will work
.
Evaluator:
Compares group decisions and accomplishments with
group standards and goals.
.B.
Relationship oriented
Functions/Behaviors
Encourager of Participation:
Warmly encourages
everyone to participate giving recognition for contributions,
demonstrating acceptance and openness to ideas of others, is
friendly and responsive to group members
Harmonizer and Compromiser:
Persuades
members to analyze constructively their differences in opinions,
searches for common elements in conflicts and tries to reconcile
disagreements.
Tension Reliever:
Eases tensions and
increases the enjoyment of the group
members by joking, suggesting breaks, and
proposing fun approaches to group work.
Communication Helper:
Shows good
communications skills and makes sure that
each group member understands what the
other members are saying
.
Evaluator of Emotional Climate:
Asks
members how they feel about the way in
which the group is working and about each
other, and shares own feelings about both.
Process Observer:
Watches the process by which
the group is working and uses the observations to help
examine group effectiveness.
Standard Setter:
Expresses group standards and
goals to make members aware of the direction of the work
and the progress being made toward the goal and to get open
acceptance of group norms and procedures.
Active Listener:
Listens and serves as an
interested audience for other members, is
receptive to others' ideas, goes along with the
group when not in disagreement
.
Trust Builder:
Accepts and supports
openness of other group members, reinforcing
risk taking and encouraging individuality.
•
Interpersonal Problem Solver:
Promotes
open discussion of conflicts between group
members in order to resolve conflicts and
increase group togetherness
•
Style of leadership
•
Authoritative
:
such leaders considered themselves as experts. They
believe they understand group dynamics and are, therefore, able to best
explain group and individual behavior. These leader interpret, five advice, and
generally direct the movement of the group much like a parent controls the
action fo the a child. Authoritarian leaders are often charismatic and
manipulative. They demand obedience and expect conformity.
•
Democratic
:
such leaders group centered or nondirective. Leader
serves as a facilitators of the group process and not as directors of it. They
cooperate, collaborate and share responsibilities with the group.
•
Laissez Faire leader
are leaders in name only. They fail to
provide any structure or direction for their groups. Members are left
with the responsibility of leading and directing. Some inexperienced
group leaders choose this style in an attempt to be non threatening;
others pick this style to avoid making any hard decisions and thereby
increasing their popularity.
Theories of Leadership:
1. “
Great Man
” Theories:
Great Man theories assume that the capacity for leadership is
inherent – that great leaders are born, not made. These theories
often portray great leaders as heroic, mythic, and destined to rise
to leadership when needed. The term “Great Man” was used
because, at the time, leadership was thought of primarily as a
male quality, especially in terms of military leadership.
2. Trait Theories:
Similar in some ways to “Great Man” theories, trait theory assumes
that people inherit certain qualities and traits that make them
better suited to leadership. Trait theories often identify particular
personality or behavioral characteristics shared by leaders. But if
particular traits are key features of leadership, how do we explain
people who possess those qualities but are not leaders? This
question is one of the difficulties in using trait theories to explain
leadership.
3.
Contingency Theories:
•
Contingency theories of leadership focus on particular
variables related to the environment that might
determine which particular style of leadership is best
suited for the situation. According to this theory, no
leadership style is best in all situations. Success
depends upon a number of variables, including the
leadership style, qualities of the followers, and aspects
of the situation.
4.
Situational Theories:
•
Situational theories propose that leaders choose the
best course of action based upon situational variable.
Different styles of leadership may be more appropriate
for certain types of decision-making
.
5. Behavioral Theories:
•
Behavioral theories of leadership are based upon the
belief that great leaders are made, not born. Rooted in
behaviorism
, this leadership theory focuses on the
actions of leaders, not on mental qualities or internal
states. According to this theory, people can
learn
to
become leaders through teaching and observation.
6. Participative Theories:
•
Participative leadership theories suggest that the ideal
leadership style is one that takes the input of others
into account. These leaders encourage participation and
contributions from group members and help group
members feel more relevant and committed to the
decision-making process. In participative theories,
however, the leader retains the right to allow the input
of others.
7.
Management Theories:
•
Management theories (also known as “Transactional
theories”) focus on the role of supervision, organization,
and group performance. These theories base leadership
on a system of reward and punishment. Managerial
theories are often used in business; when employees
are successful, they are rewarded; when they fail, they
are reprimanded or punished.
8.
Relationship Theories
:
•
Relationship theories (also known as “Transformational
theories”) focus upon the connections formed between
leaders and followers. These leaders motivate and
inspire people by helping group members see the
importance and higher good of the task.
Transformational leaders are focused on the
performance of group members, but also want each
person to fulfill his or her potential. These leaders often
have high ethical and moral standards.
Group dynamics, as pioneered by Kurt Lewin, explores the intricate processes and influences within groups. It delves into group purpose, communication patterns, power dynamics, and member roles. The concept emphasizes how social forces impact group interactions and outcomes. From physical and non-physical structures to the importance of individual members, group dynamics play a crucial role in shaping collective behavior.
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Presentation Transcript
Concept of Group Dynamics Chapter: 3
Group Dynamics The term group dynamics was originally used by Kurt Lewin (1948) to described what went on in small groups. Lewin was especially interested in how group climates and processes influence the interactions of group members and ultimate outcomes. He thought many factors contributed to the overall concept of group dynamics, for instance, group purpose, communication patterns, power/control issues, and member s roles. For instance, if the group s purpose is to fight a common enemy and save a country, the intensity, roles communication procedures, control issues, and interactions of its members are quite different from those of a group formed to study the influences of modern art in conservative communities. (Group Work a counseling specialty P.27)
Lewin used the term group dynamics to stress the powerful impact of these complex social processes on group members. It refers not only to the powerful processes that occur within groups but also to the scientific study of these processes. (Group dynamics by Donelson) Lewin is generally given the credit for coining and popularizing the term group dynamics. To Lewin group dynamics is both the powerful processes that influence individuals when in group situations and the study of these processes. (Group dynamics by Donelson) Group dynamics seems to have two sides. To some, it is the field of Sociology: It focuses on the groups of people and how these groups influence and are influenced by social forces. (Group dynamics by Donelson)
In Psychological point of view, the focus is on individual s thoughts, emotions, and these happen to be in groups rather than alone. actions, individuals and just
1. the branch of social psychology that studies the psychodynamics of interaction in social groups. 2. According to Kurt Lewin, groups tends to be powerful rather than weak, active rather than passive, fluid rather than static, and catalyzing rather than reifying. 3. According to Jacobs, Harvill, and Masson (1994) who simply describe group dynamics as forces that are operating in a group . Definition of Group dynamics
Functional components of Group dynamics 1. Group as a whole (Physical and non-Physical structure) Physical structure consists of seating arrangements, architectural design of the room/hall, other related tangible things Non Physical structure consists of the social roles, statuses, types of social interaction, communication etc 2. Group members: each and every group members have equal importance in the group dynamics. The member's attitude, level of perception, and participation are very important. Some group members are facilitative in nature while some are problematic for the smooth functioning of group dynamics.
3. Group leadership: authoritative, democratic or lassies faire 4. Group Work Process: Planning for the group, methods being used for the processing of groups. there is difference between group work process and group process. Former means a conscious efforts while the latter means simultaneous process which occur automatically when two or more person get together and share experiences.
Concepts of Group Dynemics- Social Ecology Social ecology is the science of relationship between human communities and environment. Many environmental groups are specifically concerned about the relationship of humans to our world resources. More specifically, and ecological perspective in social work means looking at the interdependencies of a client or client system and other social systems in its environment. population, their
It tries to improve the coping pattern of the people in their environment to obtain a better match between an individual s need and characteristics of his or her environment. People interact with many systems like family, education, social service system, political, religious, goods and services, employment services.
In Ecological Model Social Work focus on three main areas. It focus on the person and seek to develop problem- can focus on the relationship between a person and the solving, coping, and developmental capacities. Second, it can focus on the relationship between person and the system he or she interact with needed resources, services and opportunities. It can focus on the system and seek to reform them to meet the needs of individuals more effectively.
Social Influence Social influence occurs when one's emotions, opinions, or behaviors are affected by others. Social influence takes many forms and can be seen in conformity, socialization, peer pressure, obedience, leadership, persuasion. The term conformity is often used to indicate an agreement to the majority position, brought about either by a desire to fit in or be liked (normative) or because of a desire to be correct (informational), or simply to conform to a social role (identification). http://www.simplypsychology.org/conformity.html
In 1958, Harvard psychologist, Herbert Kelman identified three broad varieties of social influence.[2] 1. Compliance is when people appear to agree with others, but actually keep their dissenting opinions private. 2. Identification is when people are influenced by someone who is liked and respected, such as a famous celebrity. 3. Internalization is when people accept a belief or behavior and agree both publicly and privately.
Morton Deutsch and Harold Gerard described two psychological needs that lead humans to conform to the expectations of others. These include our need to be right (informational social influence), and our need to be liked (normative social influence). Normative influence is the desire to meet other people s expectations and to be accepted by others. Normative influence is an influence to conform to the positive expectations of others. In terms of Kelman's typology, normative influence leads to public compliance, whereas informational influence leads to private acceptance.
Informational influence is accepting and being persuaded by information provided by others. Informational influence (or social proof) is an influence to accept information from another as evidence about reality.
Primary Affiliation Group Primary group is basic and natural and we have no option to choose primary group e.g. relationship with parents. Most of the learned behavior of individual is acquired through the interaction with the members of primary throughout the life of a person. group, which last
Primary groups, such as family and friends, are small, long term These groups are characterized interaction and high levels of cohesiveness, solidarity, and member identification. In many cases, individuals become part of primary groups involuntarily: Most are born into a family, which provides for their well-being until they can join other social groups. Other primary groups form when people interact in significant, meaningful ways for a prolonged period of time. Cooley (1909, p. 23) thought that primary groups protect members from harm, care for them when they are ill, and provide them with shelter and substenance. by face-to-face
But he believed that their most important function was in creating a bridge between the individual and society at large: Primary groups are primary in the sense that they give the individual his earliest and completest experience of social unity, and also in the sense that they do not change in the same degree as more elaborate relations, but form a comparatively permanent source out of which the latter are ever springing.
Secondary Affiliation Group In secondary group relations of individuals are less personal and no emotional attachment with one another. Their contact are casual and based on contract, when contract ends, the relationship ends e.g. interaction between employer and his employee, shopkeeper and customer. Such groups are larger and more formally organized than primary groups, and they tend to be shorter in duration and less emotionally involving. However, secondary groups continue to define the individual s place in the social structure of society
Hawthorn Effect The Landsberger,[5]when analyzing earlier experiments from 1924 32 at the Hawthorne Works (a Western Electric factory outside Chicago). The Hawthorne Works had commissioned a study to see if their workers would become more productive in higher or lower levels of light. The workers' productivity seemed to improve when changes were made, and slumped when the study ended. It was suggested that the productivity gain occurred motivational effect on the workers of the interest being shown in them. term was coined in 1958 by Henry A. as a result of the
The Hawthorne effect (also referred to as the observer effect[1][2]) of reactivity in which individuals modify an aspect of their behavior in response to their awareness of being observed. It brings behavioral change due to an awareness of being observed, active compliance with the supposed wishes of researchers because of special attention received, response to the stimulus being introduced. is a type or positive
The phenomenon that produces an improvement in human behavior or performance as a result of increased attention from superiors, clients or colleagues. In a collaborative effort, the effect can enhance results by creating a sense of teamwork and common purpose. In social networking, the effect may operate like peer pressure to improve the behavior of participants. Hawthorne effect is a psychological http://whatis.techtarget.com/definition/Hawthor ne-effect
Functional components of Group dynamics 1. Group as a whole (Physical and non-Physical structure) Structure of the group: refers to both the physical setup of a group as well as the interaction of each group member in relation to the group as a whole. Both types of structures influence how successful or harmonious the group will be and whether individual or group objectives will be met. Leaders and members have an ability to structure a group for better or worse. In this section, the physical structure of a group will be examined with the essence of group interaction.
Physical structure consists of seating arrangements, architectural design of the room/hall, other related tangible things. Social Psychologists believe that architectural design of hall or room has vital impact on the members behavior. If the structure of the hall suits the group purpose and nature, it will have positive impact and will lead to positive group dynamics and change. The structure of the group should be sound proof, have proper lighting, and available technology according to the need, it will facilitate the group process. Seating arrangement is one the most important part of part of physical structure.
Many groups, regardless of purpose, use a CIRCLE format. In this configuration, all members have direct access to each other. They have implied equality in status and power.the disadvantage of this arrangement is the lack of a perceived leader in the structure unless the identified leader is active and direct. Overall, the circle lends itself to being a democratic structure for conducting group work and is probably the best structure way for ensuring equal air time for all group members. Chain arrangement. People are positioned or seated along a line, often according to their rank in a group. Communication is passed from a person at one end of the configuration to a person at the other end through others.
U shape arrangement Theatre style: where they are seated in lines and rows. Because of the emphasis in many psycho educational groups on obtaining cognitive information, this arrangement may be useful.
Non Physical structure consists of the social roles, statuses, types of social interaction, communication etc Group interaction can be describe as the way members relate to each other . It consists of nonverbal and verbal behaviors and the attitudes that go with them. Nonverbal behaviors make up more than 50 % of the messages communicated in social relationships and are usually perceived as more honest and less subject to manipulation than verbal behaviors. The four main categories of nonverbal behavior are body behaviors, interaction with the environment, speech, and physical appearance.
Verbal behavior is also crucial in group dynamics. One of the most important variables n group work to track is who speaks to whom and how often each members speaks. Value: the usefulness, importance of something, principles and beliefs about what is important in life and how people should behave.
2. Members roles & Group Dynamics A role is conceived as dynamics structure within an individual (based on needs, cognition,and values), which usually comes to life under the influence of social stimuli or defined positions . The demonstration of role is based on the individual s expectation of self and others and the interactions one has in particular groups and situations. For examples, a reflective and introverted person might take the role of a group observer in an active counseling group.
Types of role: One way to conceptualize most roles in groups is to view as primarily functioning in one of three: FACILITAITVE/BUILDING ROLE MAINTENANCE ROLE BLOCKING ROLE Facilitative role/building role: is one that adds to the functioning of a group in a positive and constructive way. Members who take on such a role may serve as: Facilitator or encourager: in this position, individuals play the role of a counselor helper. They make sure everyone feels comfortable. Their motive often is keep the focus off themselves.
This role mainly focuses on helping everyone feel like a part of the group. Those members who function in this Initiators of actions & ideas Information seekers Opinion seekers coordinators Orientor's Evaluators Recorders way help the group develop like a part of the group develop while keeping conflict to a minimum.
A maintenance role: is one that contributor to the social emotional bonding of members and the overall well-being of the group. When interpersonal communication in the group is strained, there is a need to focus on relationships. Persons who take on such roles are social and emotionally oriented. They express themselves by being: Encouragers, harmonizes, compromisers, commentators, and followers. In group maintenance, group members are encouraged to openly express both positive and negative feelings, supportive responses to members concerns and contributions, and acceptance of differences .
Blocking role It is essentially an anti group role. Individuals who take this role act as: Aggressors, blockers, dominators, recognition seekers, and self- righteous moralists.
Problems in carrying out roles Sometimes there are problems in the fulfillment of roles. Both internal & external factors contribute to these problems, and there is seldom a simple cause. Four major forms of role transition. In role collision: there is a conflict between the role an individual plays in the outside world (such as being passive observer) and the role expects within the group (such as being an active participant). Role incompatibility, a person is given a role within the group (as being the leader) that he or she neither wants nor is comfortable exercising.
Role Confusion: occurs when a group member (s) simply do not know what role to perform. This often happens is leaderless group where members do not know if they are to assertive in helping to establish an agenda or to be passive and just let the leadership emerge. Role transition: a person is expected to assume a different role as the group progresses but does not feel comfortable doing so.
Leadership (Group Leadership) Leadership has been described as the: process of social influence in which one person is able to enlist the aid and support of others in the accomplishment of a common task . "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen
Responsibilities and roles : Responsibilities of leader in group situation: Safety: it is the responsibility of the leader to provide security and safety to the group members from any undue influence. It may be from the side of organization or blockers. Honesty : Honesty is the best policy for a leader. He or she has to be honest what he/she say and doing. It means there must be no contradiction between his/her words and action. He/she has to utilize the resources of the organization with honesty and with maximum benefit for the members.
. Establish trust: if leader provide security to the group from any undue influence, it will develop a environment of trust. Teach skills: imparting skills related to communication skill, decision making, crisis management, coping effectively with their interpersonal and interpersonal problems, to the group is the major responsibility of the leader.
Role model: leaders verbal & non-verbal behavior are very important & meaningful for the members. They take influence from each behavior and in practice in their practical life. Provide balance: balance in relationship with the members is the important responsibility. it has taken from the principle of purposeful worker group relationship., Adapt to situation(s): leader has to be flexible and adaptive in nature. He has to mould himself/herself in all sort of situation whether it is crisis situation or normal situation. Make decisions: making effective decision in normal and crisis situation is the prime responsibility of the leader.
Provide motivation: leader motivate and inspire people by helping group members see the importance and higher good of the task Facilitate group interaction Be sensitive to needs of group Deal with expectations of others
Functions of a Leader Functions are categories in two two groups: A. Task oriented functions: B. Relationship oriented functions. also known as Transformational function ) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task
A. Task Oriented Functions/Behaviors Information and Opinion Giver: Offers facts, opinions ideas, suggestions, and relevant information to help group discussion. Information and Opinion Seeker: Asks for facts, information, opinions, ideas, and feelings from other members to help group discussion. Starter: Proposes goals and tasks to initiate action within the group. Direction Giver: Develops plans on how to proceed and focuses attention on the task to be done. Summarizer: Pulls together related ideas or suggestions and restates and summarizes major points discussed. Coordinator: Shows relationships among various ideas by pulling them together and harmonizes activities of various subgroups and members.
Diagnose: Figures out sources of difficulties the group has in working effectively and the blocks to progress in accomplishing . the group's goals Energizer: Stimulates a higher quality of work from the group. Reality Tester: Examines the practicality and workability of ideas, evaluates alternative solutions, and applies them to real situations to see how they will work. Evaluator: Compares group decisions and accomplishments with group standards and goals.
.B. Relationship oriented Functions/Behaviors Encourager of Participation: Warmly encourages everyone to participate giving recognition for contributions, demonstrating acceptance and openness to ideas of others, is friendly and responsive to group members Harmonizer and Compromiser: Persuades members to analyze constructively their differences in opinions, searches for common elements in conflicts and tries to reconcile disagreements.
Tension Reliever: Eases tensions and increases the enjoyment of the group members by joking, suggesting breaks, and proposing fun approaches to group work. Communication Helper: Shows good communications skills and makes sure that each group member understands what the other members are saying. Evaluator of Emotional Climate: Asks members how they feel about the way in which the group is working and about each other, and shares own feelings about both.
Process Observer: Watches the process by which the group is working and uses the observations to help examine group effectiveness. Standard Setter: Expresses group standards and goals to make members aware of the direction of the work and the progress being made toward the goal and to get open acceptance of group norms and procedures.
Active Listener: Listens and serves as an interested audience for other members, is receptive to others' ideas, goes along with the group when not in disagreement. Trust Builder: Accepts and supports openness of other group members, reinforcing risk taking and encouraging individuality. Interpersonal Problem Solver: Promotes open discussion of conflicts between group members in order to resolve conflicts and increase group togetherness
Style of leadership Authoritative: such leaders considered themselves as experts. They believe they understand group dynamics and are, therefore, able to best explain group and individual behavior. These leader interpret, five advice, and generally direct the movement of the group much like a parent controls the action fo the a child. Authoritarian leaders are often charismatic and manipulative. They demand obedience and expect conformity. Democratic:such leaders group centered or nondirective. Leader serves as a facilitators of the group process and not as directors of it. They cooperate, collaborate and share responsibilities with the group. Laissez Faire leader are leaders in name only. They fail to provide any structure or direction for their groups. Members are left with the responsibility of leading and directing. Some inexperienced group leaders choose this style in an attempt to be non threatening; others pick this style to avoid making any hard decisions and thereby increasing their popularity.
Theories of Leadership: 1. Great Man Theories: Great Man theories assume that the capacity for leadership is inherent that great leaders are born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term Great Man was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. 2. Trait Theories: Similar in some ways to Great Man theories, trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership.
3. Contingency Theories: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. 4. Situational Theories: Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making.
5. Behavioral Theories: Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. 6. Participative Theories: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.
