COMMERCE 1BA3 Lecture Notes - Lecture 9: Carpool, Venn Diagram, Communication Problems

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2 Aug 2016
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Group Dynamics, Teamwork & Decision-Making
Groups: more people interacting to independently achieve a common goal; Venn diagram centre where
we are interdependent; zone of agreement; group becomes a team when there is synergy
Alternatives; if Formal or Informal (MC)
Formal: taskforce/ committee; product design development group
Informal: emerge naturally in response to common interests
Why do we form groups: ****pg230
Means: groups can be an important means to accomplishing a desired outcome; ex: why join a
union? Bc it's a means to a stronger voice than one; neighbourhood watch bc no one person can
do it alone
Ends: group interaction can be a desirable outcome in itself; ex: why join a carpool bc it is a
means of saving gas and that carpool itself is companionship/potential
Personal characteristics: similar people are often attracted to each other; similar interests; birds
of a feather, flock together; but Teal thinks group is joined to learn about differences in
experiences
******Stages of Group Development (MID TERM EXAM) (pg 231. Exhibit 7.1)
Group goes through stages; related to Maslow's hierarchy of needs/ notion of prepotency
*Challenges
Not all groups go through stages in the same pace
Break down to breakthrough
Pick a passage and what is the stage they are in?***
1 Forming: what are we doing this for? What/ how/who; what are others like; work habits; social
loafers; when everyone is nice to each other; seeing tension; from day met to first assignment and a
little bit after
2 Storming: when fights happen; conflict; roles; responsibilities; sorting out and battling who is
supposed to do what; battling goals, priorities (highly valuing this mark); battling over structure of the
group; role vs responsibility; job specification; iron out group functioning t be an effective group
3 Norming: new steady state; new normal; new experience; sense of peace; "i get what we're supposed
to do"; norm: rule (above normal line; stated, formal) vs norm (below water line; not said; it just
emerges: you see the loafers, etc.); the group members are defining roles; talking about how to
coordinate; learned how to interact; moving in a goal direction together; same wavelength
4 Performing: reached maturity; actually in the assignment, in it, doing the activity, doing the job; don't
see anymore non-disruptive conflict; still resolving things but not destructive;
5 Adjourning: say bye to the task; made good friends/ connections; disbanding
Punctuated Equilibrium Model *****
This is time based model (pg 232. Exhibit 7.2)
How you and i manage through a group; Deadlines
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Midpoint transition doesn't always happen at midpoint:
Midpoint transition is when realization of having to do the task kicks in; point where it's realized that it
needs to move forward
Phase 1: setting an agenda, nice to each other, assumptions on how we would play together, when to
hold meetings, how to connect with each other, very little tangible progress is made
Reach tension, notion of urgency
Phase 2: norming and performing
Foundation of the house; thermostat analogy; forming and norming
Be honest with each other; do not look for radical progress in beginning stages
Eliminate tangible locks; hard tangible stuff in place
***Group Structure and Size
What is the ultimate group size?
Pg 234: depends on the task; and who are the right people
(the more is not always merrier; process laws
3 Diff Kinds of Task (relationship bet'n group performance and group size) ****
(what task do you see happening here)
Additive Task: sum of the performance of individual group members; major house renovation: building
of house is additive; can estimate how quickly how is made: speed; adding the efforts of the framers,
foundation, electricians, plumbers, original architects; the greater the number of ppl working,
performance goes up: SPEED
Disjunctive Task: BEST; research team looking for a single error in an extremely complicated program;
performance of the team: one very bright/analytical; potential perf of team goes up when number of
ppl goes up bc they are the top; higher number to find the one smart brain
Conjunctive Task: assembly line is limited by its weakest link; LIMITED; poorest group member; the
higher the group # size, decrease performance; want it to be at the minimum
PROCESS LOSSES
As the group size goes up, staying in touch becomes more difficult
What does the process loss issue really look like?
communication problems
diversity; the larger the group, the higher probability of diff goals, opinions
conflict management: harder to manage the conflict; inability to manage conflict is what kills
you (not the conflict)
Stress management
When will groups perform higher than individuals
A group brain can be better that individual brain bc diver
Better decision in groups than indiv bc diverse group of skills; can often produce much better
solution
Can have division of labour; functional area of expertise: case competition
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