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76 Cards in this Set
- Front
- Back
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What is the Tuckman Model? |
Once a group forms, it continues to grow and develop over time. Many researchers observe that group development follows fairly predictable stages. |
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What are the Stages of the Tuckman Model? (Be able to give examples of these when looking at our own group.) |
A.) Forming B.) Storming C.)Norming D.)Performing |
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Forming Stage |
a period characterized by anxiety and uncertainty about belonging to the group and a resulting cautiousness in behavior. |
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Storming Stage |
Competition, individuality, and conflict emerge as group members as group members try to satisfy their individual needs. |
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Norming Stage |
characterized by attempts to resolve earlier conflicts, often by negating clear guidelines for the group. |
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Performing Stage |
Cooperation and productive work are the hallmarks of this stage. |
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What are the steps involved in a reflective-solving approach- use any of the models provided (e.g Lewin’s force-field analyisis). |
A.)Identify B.) Diagnose Problem C.) Identify Alternative Strategy D.)Choose and Implement E.)EValuate |
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Lewin’s force field analysis |
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Other problem solving techniques besides "Lewin's" |
Others examples we can use are the descriptive approach to problem solving, the functional approach and the prescriptive approach |
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Descriptive Approach |
Identifies the typical patterns of communication that occur when people interact to solve problems ( how the groups do solve problems as opposed to how they should solve problems). |
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Functional |
Identifies key task requirements and stresses the importance of effective communication as major factors that contribute to affective problem solving |
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Prescriptive |
Identifies specific agendas and techniques to improve group problem solving performance (invite group members to perform certain behaviors in a specific order to achieve a group goal). |
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Barriers in group and team problem solving and decision making? |
-Lack of structure -Lack of Cultural Sensitivity -Lack of planning -Lack of resources -Wrong people present -Time present -Poor communication |
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Autocratic (Authoritarian) Leadership Style |
-Leader makes all determination of policy -Dictates techniques and activity steps one at a time so group members are uncertain -Dictates task and partner for each member -Tends to be personal in praise and criticism of group members -Distant from group |
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Democratic Leadership Style |
-Encourages and directs but all policies are a matter of group discussion and decisions -Discusses activity steps with group before group begins work -Goals are outlined/when advice needed leader suggests alternative procedures -Leaves division of task to group, they are free to work w/own partner -ObjectiveFact-minded in praise and criticismTries to be part of the group |
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Laissez-faire |
-Minimal participation -Supplies materials needed/info if needed, but has little part in discussion -Does not participate in work/task assignments --Makes no attempt to praise or regulate the group |
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Hersey and Blanchard Situational Leadership model |
-There is no single "best" style of leadership -Effective leadership is task-relevant -The most successful leaders are those who adapt their leadership style to the maturity of the individual or group they are attempting to lead or influence. |
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Transformational View of leadership? |
-Transformational leader changes the organization by realigning its culture with a new vision and restructuring its share assumptions and norms(sense of vision and purpose) |
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Surfacing and challenging mental models |
A process of identifying and challenging assumptions without creating defensiveness (a daunting task requiring supportive communication skills |
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What are the steps of the Transformational view of leadership? |
-Building a shared vision -Surfacing and challenging mental models -Engaging in systems thinking -Trait Approach -Functional Approach -Situational Approach taps in; |
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Building a shared vision |
Involves encouraging individuals to express their visions of group or organizational goals while encouraging the development of a common positive view |
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Surfacing and challenging mental models |
A process of identifying and challenging assumptions w/out creating defensiveness (a daunting task requiring supportive communication skills |
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Engaging in systems thinking |
Understanding groups and organizations and the great complexity that characterizes them requires that leaders look beyond day to day operations to find underlying themes, forces of change, and interrelationships -Idealized leadership -Inspirational motivation -Intellectual stimulation -Individual consideration |
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Trait Approach |
Attempts to identify characteristic common to successful leaders |
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Functional Approach |
Views leadership as a set of behaviors that may be enacted by any group member |
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Situational Approach taps in |
Relates effective leadership to interaction between leadership style and the group situation |
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Pseudo-conflict |
conflict between people who really agree on issues but who do not understand that their differences are caused by misunderstandings or misinterpretations. |
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How to prevent pseudo-conflict? |
-Ask others what they mean by terms or phrases they use -Establish a supportive rather than a defensive climate if misunderstandings occur. -Become an active listener |
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Simple conflict |
occurs when two people’s goals or ideas are mutually exclusive or incompatible. |
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What skills should you use when you understand what someone says but disagree with their point (simple conflict) |
-Clarify your perception and your partner’s perception of the message -Keep the discussion focused on issues, not personalities -Use facts that support your point rather than opinions or emotional arguments -When appropriate look for ways to compromise -Find areas of agreement |
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Ego conflict |
-charged with emotion, and defensiveness in one individual often causes defensiveness in others. Underlying many ego conflicts are power struggles. -occurs when individuals become defensive about their positions because they think they are being personally attacked. |
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conflict management styles |
-avoidance -accommodation (lose-win) -competition -compromise -collaboration |
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avoidance conflict-management style |
one in which a person attempts to ignore disagreements. A.) Avoiding hurting people’s feelings is an advantage. B.) Ignoring the conflict is a disadvantage and may allow conflict to remain and emotions may escalate. |
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accommodation (lose-win) style |
-approach used to try to make conflict go away by giving in to the wishes of others. -they have a high need for approval or they may want to reduce threats to their sense of self-worth, so they decide to give in rather than defend their own views on the issue. |
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Disadvantages of Accommodation conflict style |
include giving in too soon and having the group make a bad decision because conflict is not inherently bad. |
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Advantages in Accomodation conflict style |
indicating that the person is reasonable and wants to help. |
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competition conflict-management style |
-occurs when people stress winning a conflict at the expense of one or more other people. -One person tries to win so that the other will lose. -Group members who seek power and position often talk the most. |
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Disadvantages of competition style |
many assuming that the competitive style will lead to more defensiveness, blaming others and efforts to control other members. When others may advocate an action that is immoral or illegal. |
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Advantages of competition style |
Competing or advocating a different action would be an advantage to competition. |
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compromise style of conflict management |
attempts to find a middle ground—a solution that somewhat meets the needs of all concerned. It can also create a lose-lose result if nobody gets what he or she actually wants or needs |
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Advantages of compromise conflict management |
Timely decisions can be advantageous. |
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disadvantages of compromise conflict management |
group members quickly try to reach a compromise without hashing out why they disagree, the group may not make the best solution or decision. |
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collaboration style of conflict management |
have high concern for both yourself and others and view conflict as a problem to be solved rather than as a game in which some people win and others lose. |
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advantages of collaboration style of conflict management |
investing time and energy in collaboration is the prospect of both a better solution to issues facing the group and more satisfied group members. |
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disadvantages of collaboration style of conflict management |
the time, effort, and skill it takes to collaborate, as it requires patience to reach a true “win-win” outcome. |
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To make the best of a difficult group member |
-Manage your emotions -Describe what is upsetting you -Disclose your feelings -Return to the issue of contention |
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What is the first step to fulfilling consensus |
1. because groups have a tendency to get off track, help keep the oriented toward its goal groups and teams often fail to reach agreement because they engage in discussion that is not relevant to the issue at hand-group digress. |
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What is the second step to fulfilling consensus |
2. be other oriented and sensitive to the ideas and feeling of others, listen without interrupting. Make an honest effort to set aside your own ideas and seek to understand the ideas of others. |
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What is the third step to fulfilling consensus |
3. promote honest interaction and dialogue genuine consensus is more likely to occur if group and learn members honestly express their thoughts and feelings; withholding ideas and suggestions may lead to group thinking. |
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Advantages of consensus |
1) group members are more satisfied by the outcome 2) are more likely to participate in implementing a decision that all members support |
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Disadvantages of consensus |
1) Takes time 2) Takes skills |
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Majority Rule (Vote) |
decision is made by the majority of group members. |
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Advantages of Majority Rule (Vote) |
1) Often perceived as a fair way of making decisions. 2) Can be an effective way of making a decision. |
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Disadvantages of Majority Rule (vote) |
1) Those who do not support the majority opinion may feel left out 2) Group may lose cohesiveness. |
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Averaging |
group members rank or rate possible outcomes, and the alternatives with the highest ranking or best rating selected. |
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Advantages of Averaging |
1) Uses a democratic process 2) Useful when the group needs to assess where it stands on an issue Ex-jury room |
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Disadvantages of Averaging |
1) May be an alternative that no group member supports 2) Group loses the opportunity for give-and-take discussion |
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Decision by Expert |
the members with the most experience make the decision |
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Advantages of Decision by Expert |
1) Decision is made quickly 2) Uses the expertise knowledgeable source |
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Disadvantages of Decision by Expert |
1) Group members may not be satisfied with the decision 2) The expert could be wrong. |
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Decision by Minority |
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Advantages of Decision by Minority |
1) Decision is made by those who feel passionate about the outcome. 2) Helps to avoid groupthink by acknowledging opposing points of views. |
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disadvantages of Decision by Minority |
1) The majority of group members might feel left out 2) Group decision may be difficult to implement because the majority does not agree with the outcome. |
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Human resources |
making sure that you use all of the resources in the group. |
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Efficiency |
-time -How well do you use the time to make a decision |
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Commitment |
mutuality of concern, participating equally. |
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Members skills |
-Task Roles:things we do to help group achieve its goal (accomplish something) gate keeping helps you meet goal. -Maintenance Roles:help the environment of the group is it confirming responsive, supportive. |
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X-Y-Z Approach |
One strategy for constructively expressing how you feel towards other in conflict is to use the approach John Gottman and his colleagues call the X-Y-Z formula. “When you say X, in situation Y, I feel Z” |
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Groupthink |
the illusion of agreement- a type of agreement that occurs when a group strives to minimize conflict, maximize cohesiveness, and reach a consensus without critically testing, analyzing, and evaluating ideas. |
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Symptoms of Groupthink |
-Critical thinking is not encouraged or rewarded - Members believe that their group can do no wrong - Members are too concerned about justifying their actions - Members apply pressure to those who do not support the group -Members often believe that they have reached a true consensus -Members are too concerned about reinforcing the leader’s beliefs |
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Suggestions for reducing groupthink |
- Encourage critical, independent thinking - Be sensitive to status differences that may affect decision making - Invite someone from outside the group to evaluate the group’s decision-making process - Assign a group member the role of devil’s advocate - Ask members to subdivide into small groups to consider potential problems with the suggested solutions - Consider using technology to help your group gather and evaluate ideas |
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In a large group— say, more than 12 to 15 people— it’s difficult to have equal participation when the group shares ideas orally. Research clearly documents that communication apprehension is very real. Many people are fearful, not just of giving a speech but also of speaking up in a group. Yet people who are anxious about speaking up may have just the creative idea your group needs. Asking people to be creative in a large group or conference setting may achieve some results, but many people will not generate as many creative ideas as they might in a smaller group. |
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What is a focus group |
-Have a targeted goal which requires members to contribute creative ideas and solutions too -6-10 respondents -Consults to create a plan or method -Asked open-ended questions |
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Why might you want to break a large group into smaller groups? |
-Allows for more cohesion -Allows for more communication between all members -Allows for members to feel comfortable -Smaller groups will generate more creative ideas |
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What is a team? (differences from a group) |
a team as a group of individuals organized to work together to achieve a specific, common goal. |
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What is a group? (differences from a team) |
A group is more than a collection of people with common goals; they are arenas in which individual needs are satisfied or frustrated (such as Schutz ideas for inclusion, control, and affection). |
