UNIT 4

Group Dynamics - Groups - nature, types, reasons for people joining groups, group
development, group norms, group cohesiveness - Conflicts - nature, process of conflict,
levels of conflicts - conflict resolution techniques

GROUP
A group refers to two or more people who share a common meaning and evaluation of
themselves and come together to achieve common goals.

In other words, a group is a collection of people who interact with one another; accept rights
and obligations as members and who share a common identity.

GROUP DYNAMICS

• The word dynamics comes from a Greek word meaning force

• Group dynamics refers to the attitudinal and behavioral characteristics of a group.
Group dynamics concern how groups form, their structure and process, and how they
function.
• Group dynamics refer to the adjustive changes that take place in the group structure as
a result of changes in any part of it.
• According to Keith Davis – “The social process by which people interact face to face
in small groups is called group dynamics.”

Importance of Group Dynamics

1. Firstly, a group can influence the way the members think. The members are always
influenced by the interactions of other members in the group. A group with a good leader
performs better as compared to a group with a weak leader.

2. The group can give the effect of synergy, that is, if the group consists of positive thinkers,
then its output is more than double every time.

3. Group Dynamics can furthermore give job satisfaction to the members.

4. The group can also infuse the team spirit among the members.

5. Even the attitude, insights & ideas of members depend on group Dynamics. For example,
negative thinkers convert to positive thinkers with the help of the facilitator.

6. Also, if the group works as a cohesive group, the cooperation and convergence can result
in maximization of productivity

7. Furthermore, group Dynamics can reduce labour unrest. Lastly, it reduces labour turnover
due to emotional attachment among the group members.
CHARACTERISTICS OF A GROUP

 Size: To form a group, it must be having at least two members. Practically, the
number of group members ranges from 15 to 20. The more the members in the group,
the more complex it is to manage.
 Goals: Every group has certain goals, that are the reasons for its existence.
 Norms: A group has certain rules, for interacting with the group members.
 Structure: It has a structure, based on the roles and positions held by the members.
 Roles: Every member of a group has certain roles and responsibilities, which are
assigned, by the group leader.
 Interaction: The interaction between the group members can occur in several ways,
i.e. face to face, telephonic, in writing or in any other manner.
 Collective Identity: A group is an aggregation of individuals, which are separately
called as members, and collectively called as a group.

TYPES OF GROUPS
I Formal Groups

When people collaborate to attain the organizational goals or objectives, they are said to form
a formal group.

Following are the three major types of formal groups existing in an organization:

Command Group: As a result of hierarchical arrangement in an organization, a command

group is made of the superiors and their subordinates representing the flow of command or
orders from top to bottom level.

Task Group: A group which includes individuals with different skills and knowledge, to
successfully carry out the assigned project, is called as a task group.

Committees: For the special assignments or projects, a group is formed by appointing the
specialists or people with superior knowledge; which is termed as a committee. After the
project responsibilities are executed successfully, the members can disassociate from the
committee.

II Informal Groups

When the individuals associate with one another to serve their common interest or for self-
satisfaction, they are known to form an informal group. Some of the most common informal
groups are:
Interest Groups: The individuals who join hands for a common purpose (related to self-
interest) create an interest group.

Friendship Groups: The group which is formed as a result of personal choice by the
individuals who are already familiar and feel comfortable with one another, is called a
friendship group.

Cliques: In a workplace, few colleagues join hands to form a small group (usually with two
to six members) to share ideas and thoughts on their mutual interest.

Sub-cliques: When a clique comprises of few organizational employees along with some
non-employees (who are associated with the other members in either way), it termed as a sub-
clique.

Sayles’ Classification of Groups: L.R. Sayles categorized the groups into the following
types depending upon the degree of pressure prevalent in each:

1. Apathetic Groups: The group in which the leader does not pressurize the members;
moreover, leadership is hardly widespread; it is termed as an apathetic group. Usually, it
is formed by the lower-level workers who are unskilled and work on low wages.
2. Erratic Groups: When the people belonging to a group gets enraged quickly and
similarly calms down, they are said to be in an erratic group. Such a group comprises of
semi-skilled workers who perform task desiring communication between them.
3. Strategic Groups: Such a group includes skilled workers, who hold various job positions
to execute the independent technological task. These members have the skills of
systematically applying pressure on the management and the other groups, by framing a
suitable strategy.
4. Conservative Groups: The group which comprises of the stable and highly skilled
individuals or professional, who have extreme powers to regulate the functioning of the
organization, is called as a conservative group.

REASONS FOR PEOPLE JOINING GROUPS

1. Security-reduce the insecurity of "standing alone"; feel stronger, fewer self-doubts, and
more resistant to threats

2. Status-inclusion in a group viewed by outsiders as important; provides recognition and

status

3. Self-esteem-provides feelings of self-worth to group members, in addition to conveying

status to outsiders

4. Affiliation-fulfils social needs, enjoys regular interaction; can be primary source for
fulfilling need for affiliation
5. Power-what cannot be achieved individually often becomes possible; power in numbers

6.Goal achievement-some tasks require more than one person; need to pool talents
knowledge or power to complete the job. in such instances management may rely on the use
of a formal group

GROUP DEVELOPMENT

The Group Development means, forming the association of people to work as a group and
direct their actions towards the accomplishment of a common goal. The jobs of each group
member are interdependent and hence the performance of one will affect the entire group’s
performance.

STAGES OF GROUP DEVELOPMENT

The most famous and a well-known model of group development was proposed by Bruce
Tuckman.

Forming:

This is the first stage of group formation. During the initial stage, the members of the group
do not have any clear idea. This first stage is characterised by a sense of uncertainty and
perhaps anxiety. Participants may be unsure of what to do and how to do it, The “rules of the
road”-group norms and standards have yet to be defined and participants are eagerly looking
to find out what is okay and not okay. This stage is otherwise termed as the phase of the
members “getting acquainted”.
Storming:

This is the second stage of group forming. It is characterised by individual assertive

behaviour, which may result in some group instability. Participants have begun to feel
comfortable enough with their new environment to take some risks in revealing more of their
personalities. Each person wants to get a sense of individual importance and influence on the
group. This becomes more evident as increasing responsibility is shifted to the group as they
move into moderate levels of maturity. It involves conflict of the member’s ideas.
Norming:

This phase is otherwise called as “becoming personal”. Norming is the stage where the group
is formed and structured completely. A growth of affection and establishment of personal
relationships characterise this phase. Participants will begin to take responsibility for
resolving conflicts and strengthening friendships. Group cohesiveness exists in this stage.
Cohesiveness relates to the togetherness of the members of the group. Each member realises
his role and job to perform.

Performing:
This is a stage of a fully functional group where members see themselves as a group and get
involved in the task. Each person makes a contribution and the authority figure is also seen as
a part of the group. Group norms are followed and collective pressure is exerted to ensure the
Process of Group effectiveness of the group.

The group may redefine its goals Development in the light of information from the outside
environment and show an autonomous will to pursue those goals. The long-term viability of
the group is established and nurtured

Adjourning:

In the case of temporary groups, like project team, task force, or any other such group, which
have a limited task at hand, also have a fifth stage, This is known as adjourning. The group
decides to disband. Some members may feel happy over the performance, and some may be
unhappy over the stoppage of meeting with group members. Adjourning may also be referred
to as mourning, i.e. mourning the adjournment of the group.

GROUP COHESIVENESS

Cohesiveness refers to the bonding of group members or unity, feelings of attraction for each
other and desire to remain part of the group.

Cohesiveness is the degree to which the group members are attracted to each other and are
motivated to stay in the groups. Cohesiveness defines the degree of closeness that the
members feel with the groups.

FACTORS AFFECTING GROUP COHESIVENESS

1. Degree of Dependency on the Group: The more highly dependent a person is on a group
for some result or effect, the greater will be the group's attractiveness and consequently
greater is its cohesiveness. It has been suggested that the greater the number of individual
needs a group can or does satisfy the greater is its attractiveness and its cohesiveness.

2. Size: Other things being equal, size has an inverse relationship with group cohesiveness.
This is so because group cohesiveness increases through interaction among group members.
Thus, larger a group becomes, the less opportunity exists for interaction among the members.

3. Homogeneity and Stable Membership: Stable relationships among members enhance

group cohesiveness. This is so because the relationship has to persist over a period of time to
permit people to know one another, to develop common understanding of shared goals and
values.

4. Location of the Group: Location of the group affects group cohesion in two
ways. First, if the group members are located close to each other, they interact themselves
frequently and freely. Therefore, group cohesion would be high. Second, if the group is
isolated from other groups, cohesion is high. Where the line of dividing between one group
and other groups does not exist, cohesion is not easy to achieve because a chain of
interactions develops among members of various groups.

5. Group Status: A group with high status with success stories is more attractive to its
members. Therefore, they show solidarity among themselves and group cohesion tends to be
high. As against this, a group which is denounced by all tends to have less cohesion.

6. Group Leadership: The qualities of the group leader determine the extent to which the
group members bind themselves with the group. If the leader is dynamic and energetic, he
motivates the group members to work with zeal for the attainment of common goals. He tries
to build and maintain high group loyalty among members.

7. Outside Pressures: Members of a group tend to go together to face challenges from

outside pressures. When there are pressures from outside, group members tend to minimize
their personal differences in order to fight the common enemy.

8. Competition: Type of competition affects the group cohesiveness. Two classes of

competition have different types of effects on group cohesion. There are intragroup
competition, that is among the group members and intergroup competition, that is
competition as a whole. Competition between members of the group is usually destructive to
group cohesiveness. As against this, intergroup competition brings cohesiveness in the group.
Success resulting from intergroup competition increases cohesion further.

9. Inter Dependency: When each member of a group has independent activities, the
cohesiveness among the members of such group will be less as compared to the group whose
members are doing the operations which are independent upon each other. Thus, mutual
dependency leads to greater cohesiveness.

10. Management Behaviour: The behaviour of management has a direct influence on the
degree of cohesiveness that exists within a group. The manager can build solidarity by
rewarding co-operative behaviour. The cohesive group can help attain the group goals more
effectively, if the group members are properly inspired by the manager.

11. Member Turnover: The higher the degree of member turnover, the less cohesive a
group becomes, because the more frequently members leave a particular group the more time
a new member takes to get attached to the group and the more time the old member takes to
get attached to the new group.

12. Threat: Threat is a very powerful force which unifies the group, particularly when it
comes from (i) outside the group (ii) co-operation can help overcome the threat and (iii) there
is little or no chance for escape.
13. Previous Success and Shared Goals: When a group achieves a meaningful goal, the
cohesiveness of the group increases because the success is shared by all the members and
each one feels responsible for the achievement.

14. Co-operation: Cooperation is more than mere helping: it encompasses giving support to
others and contributing time and effort in situations where people can work together towards
the same goals. In competition, people are more concerned with personal or group interests.

ADVANTAGES OF HIGHER COHESIVENESS

1. Better achievement of group goals
2. Better achievement of organizational goals, particularly when group and organizational
goals converge
3. Better relationship among members
4. Higher job satisfaction
5. It can foster friendly competition
6. It makes change management easier

GROUP NORMS
Norms define the acceptable standard or boundaries of acceptable and unacceptable
behaviour, shared by group members.
Group norms are the informal guidelines of behavior and a code of conduct that provides
some order and conformity to group activities and operations.

TYPES OF NORMS
Performance norms: Performance norms are centered on how hard a person should work in
a given group. They are informal cues, if you will, that tells a person or helps a person
understand how hard they should work and what type of output they should have.
Appearance norms: This type of norm informs or guides us as to how we should look or
what our physical appearance should be - what fashion we should wear or how we should
style our hair or any number of areas related to how we should look.
Social arrangement norms: When we talk about this type of norm we generally do not
equate it to a business setting. This norm is centered on how we should act in social settings.
Once again, there are cues we need to pick up on when we are out with friends or at social
events that help us fit in and get a closer connection to the group.
Resource allocation norms: For this type of norm we're focusing on the allocation of
resources in a business environment. This can include raw materials as well as overtime or
any other resource found or needed within an organization.
COHESIVENESS AND NORMS

Cohesiveness may contribute to increased productivity because (i) people in cohesive groups
experience fewer work related anxieties and tensions (ii) highly cohesive groups tend to have
lower absenteeism and turnover and (iii) cohesiveness decreases productivity differences
among groups.

Studies consistently show that the relationship of cohesiveness and productivity depends on
the performance related norms established by the group. If performance related norms are
high, a cohesive group will be more productive than with a less cohesive group. But if
cohesiveness is high and performance norms are low, productivity will be low. If
cohesiveness is low and performance norms are high, productivity increases but less than in
high cohesiveness-high norms situation. Where cohesiveness and performance related norms
are both low, productivity will tend to fall into the low to moderate range.

CONFLICTS

Conflict may be defined as an expressed struggle between at least two interdependent parties
who perceive incompatible goals, scarce resources, and interference from the other party in
achieving their goals.
According to S. R. Robbins defines conflict as “a process in which an effort is purposefully
made by a person or unit to block another that result in frustrating the attainment of others
goals or furthering of his or her interests.”
CHARACTERISTIC FEATURES OF CONFLICTS
1. It Helps in Analytical Thinking:
Conflict may induce challenge to views, opinions, rules, policies, goals, plans etc., which
would require critical analysis in order to justify these as they are or make changes as
required.
2. It Helps in Increased Cohesion:
Conflict between different organisations develops loyalty and cohesion within an
organisation and a greater sense of group identify in order to compete with outsiders. It helps
in dedication and commitment to organizational goals.
3. Conflict Promotes Competition and Hence it Results in Increased Efforts:
It has been observed that some individuals are highly motivated by conflict and severe
competition. For instance, a professor who has been denied promotion due to conflict within
the department may work harder to prove that he is more capable and deserves a promotion.
Thus, it may lead to high level of effort and output.
4. It Serves as a Foundation for Organisational Development:
Conflict with the status quo is a pre-requisite to change. Creative and innovative people are
always looking for grounds to challenge the status quo. These challenges lead to search for
alternatives to existing patterns which leads to organizational change and development.
5. It Reduces Tensions:
Some disagreements if unexpressed can lead to imaginative distortions of truth, sense of
frustration and tension, high mental exaggerations and biased opinions resulting in fear and
distrust.

ORGANIZATIONAL CONFLICT TYPES

1. Task Conflict:
Task conflict relates to the content and goal of the work. Task conflict arises among members
of team and affects the goals and tasks they are striving to achieve. It can be based on
differences in vision, intention, and quality expectation. It is essential to focus and channel
any task conflict so that these differences become collaborative and lead to improvements in
the way and go about accomplishing current and future task. Converting conflict to friendly
competition might be one way of taking the best from both sides.
2. Role Conflict:
Conflict surrounding roles and responsibilities are especially common during or immediately
following organisational change, particularly restructurings. People may be unclear on who is
responsible for which decisions and outputs.
To identify the root cause of a role conflict, each party needs to examine his or her
responsibilities as well as the other persons. One or both may need to change their perception,
and then they will need to collaborate to clarify who will handle what.
3. Process Conflict:
This is related to how the work gets done. This form of conflict centres around, the process,
procedures, steps or methods used to reach goal.
Process conflict commonly arises when two departments, teams, or groups interact on a
process. They may view the process differently and disagree on how it should be
accomplished rather than communicating effectively when problems arise.
4. Directional Conflict:
Directional conflict arises when organisations are forced to rethink their strategies and focus
on shorter-term activities, as many did during the economic downturn. Employees may not
know how to prioritise long-term versus short-term needs, or one department may work
tactically while another remains strategic.
5. External Conflict:
External conflict arises when pressures from customers or other stakeholders impact internal
decisions. Recent economic challenges compelled organisations to adjust and adapt, for
example, by lowering prices while providing enhanced customer service. Sales or customer
service personnel advocating for customers’ needs may have come into conflict with
operations trying to meet internal goals.
6. Relationship Conflict:
It focuses on interpersonal relationship. They are directly between people and may be over
roles style, resources or even personalities. This conflict can penetrate and damage all aspect
of an organisation. Relationship conflict can quickly demand all the attention and energy.
Although poor chemistry between individuals can exist, most interpersonal conflict tends to
grow from the other five sources of conflict.

LEVELS OF CONFLICTS
Conflict may arise at any level in an organization starting from individual level to
organizational level.
1. Individual-Level Conflict:
Individual-level conflict indicates that human behavior is directed by needs, which guide the
activities of an individual. The individual-level conflict can be bifurcated into two categories:
a. Intra-Individual Conflict:
Arises within the individual and is considered psychological in nature.
It can be of two types:
i. Goal Conflict – Refers to a conflict where an individual or a group has to compromise its
goals for the achievement of organizational goals. In goal conflict, the individual or group
goals are not aligned with the organizational goals.
ii. Role Conflict – Occurs when individuals realize that their expected roles are different from
actual roles.
b. Inter-Individual Conflict:
Refers to a type of conflict that occurs between two individuals. Generally, this conflict arises
due to availability of scarce resources or rewards. It can also occur because different people
have different opinions, attitude, value system, and style of working.
2. Group-Level Conflict:
Group-level conflict refers to the divergence, competition, or clash between two groups of the
organization, such as management and staff. Group-level conflict can be categorized into
intra-group conflict and inter-group conflict:
i. Intra-Group Conflict – Refers to a conflict that occurs within a single group.
ii. Inter-Group Conflict – Refers to a conflict that occurs between two or more groups.
Intergroup conflicts are frequently seen within an organization when two departments are in
conflict with each other to get scarce resources.
3. Organizational-Level Conflict:
Organizational-level conflict refers to the conflict which occurs at the level of the entire
organization. It is of two types:
i. Intra-Organizational Conflict:
Refers to the conflict occurring within an organization. Intra-organizational level conflict can
be of three types, which are as follows:
a. Horizontal Conflict:
Indicates that there can be conflict between two functional groups at the same hierarchical
level. It can happen because of various reasons, such as shared resources and
interdependency, and goal incompatibility.
b. Vertical Conflict:
Refers to the conflict between different hierarchical levels, such as between a superior and
subordinates. Vertical conflict can occur because of inadequate or ineffective communication
and distorted perceptions.
ii. Inter-Organizational Conflict:
Refers to the conflict occurring between two or more organizations. Organizations belonging
to same industry may indulge in unethical practices and unhealthy competition because of
inter-organizational conflict.

5 STAGES- CONFLICT PROCESS

1. Potential Opposition or Incompatibility.

2. Cognition and Personalization.
3. Intentions.
4. Behavior.
5. Outcomes.

Stage 1: Potential Opposition or Incompatibility

The first step in the conflict process is the presence of conditions that create opportunities for
conflict to develop. These cause or create opportunities for organizational conflict to rise.
They need not lead directly to conflict, but one of these conditions is necessary if the conflict
is to surface. These conditions have been condensed into three general categories.

1. Communication,
2. Structure, and
3. Personal Variables.
1. Communications
Different words connotations, jargon insufficient exchange of information and noise in the
communication channel are all antecedent conditions to conflict. Too much communication,
as well as too little communication, can lay the foundation for conflict.
2. Structure
In this context, the term structure is used to include variables such as size, the degree of
specialization in the tasks assigned to group members, jurisdictional clarity, members/goal
compatibility, leadership styles, reward systems and the degree of dependence between
groups.
3. Personal Variables
Certain personality types- for example, individuals who are highly authoritarian and
dogmatic- lead to potential conflict. Another reason for the conflict is the difference in value
systems. Value differences are the best explanations of diverse issues such as prejudice
disagreements over one’s contribution to the group and rewards one deserves.

Stage 2: Cognition and Personalization

Conflict must be perceived by the parties to it whether or not the conflict exists is a
perception issue, the second step of the Conflict Process. If no one is aware of a conflict, then
it is generally agreed that no conflict exists. Because conflict is perceived does not mean that
is personalized.

Stage 3: Intentions
Intentions are decisions to act in a given way, intentions intervene between people’s
perception and emotions and their overt behaviour. Using two dimensions cooperativeness
(the degree to which one party attempts to satisfy the other party’s concerns) and
assertiveness (the degree to which one party attempts to satisfy his or her concerns) five
conflict-handling intentions can be identified.

There are 5 conflict-handling intentions;

 1. Competing (I Win, You Lose),
2. Collaborating (I Win, You Win),
3. Avoiding (No Winners, No Losers),
4. Accommodating (I lose, You win), and
5. Compromising (You Bend, I Bend).

Stage 4: Behaviour

This is a stage where conflict becomes visible. The behaviour stage includes the statements,
actions, and reactions made by the conflicting parties. These conflict behaviours are usually
overt attempts to implement each party’s intentions. When most people think of conflict
situations, they tend to focus on Stage 4. Because this is a stage Where conflict becomes
visible. The behaviour stage includes the statements, actions, and reactions made by the
conflicting parties. These conflict behaviours are usually overt attempts to implement each
party’s intentions. But these behaviours have a stimulus quality that is separate from
intentions. As a result of miscalculations or unskilled enactments, overt behaviours
sometimes deviate from original intentions. It helps to think of stage 4 as a dynamic process
of interaction.

Stage 5: Outcomes

The action-reaction interplay between the conflicting parties results in consequences. These
outcomes may be functional in that the conflict results in an improvement in the group’s
performance, or dysfunctional in that it hinders group performance. Conflict is constructive
when it improves the quality of decisions that stimulates creativity and innovations encourage
interest and curiosity among group members to provide the medium through which problems
can be aired and tensions released and foster an environment of self-evaluation and change.

Conflict is dysfunctional when uncontrolled opposition breeds discontent, which acts to

dissolve common ties and eventually leads to the destruction of the group. Among the more
undesirable consequences are a retarding of communication, reductions in group
cohesiveness and subordination of group goals to the primacy of infighting between
members.

CONFLICT RESOLUTION TECHNIQUES / STRATEGIES

1. Avoidance:
In this the conflicting parties may either withdraw or conceal the incompatibility.
Organisation uses avoiding strategies. Where there is clear advantage of waiting to resolve
the conflict. Avoiding is appropriate if companies are too busy with more important concern.
2. Competition:
It is a kind of win-lose approach in which a person seeks to satisfy his or her own interest,
regardless of the impact on the other parties to the conflict. Organisational strategies are used
when they deal with strong personalities. In this senior person use their power to diffuse the
conflict.
3. Collaboration:
In collaborating, the intention of the parties is to solve the problem by clarifying differences
rather than by accommodating various points of view. It is a kind of win-win solution that
allows both parties to achieve their goals.
Collaborating is considered to the one of the best strategies, especially when the organisation
interest are at the stake, this strategies is generally used when organisation feel that the
concern is important. Collaboration helps to merge very different insights on a problem, (e.g.,
the solution is one that neither person would have produced alone), to gain commitment from
others who will have to implement the solution, and to build long-term partnerships.
4. Accommodation:
It is a kind of lose-win situation in it one party seeks to appeals an opponent, that party may
be willing to place opponents’ interest above his or her own, i.e., in short, one party willing to
be self-sacrificing. When conflict is upon fairly unimportant issue, organisation in order to
resolve the conflict uses accommodating strategies.
5. Compromising:
It is a well-accepted strategy for resolving conflict. In it there is no clear winner or loser. It is
a kind of situation in which each party is willing to give up something. Its use is appropriate
when cooperation is important but time/resources are limited or finding an outcome, even less
than best is better than being without any solution. It is not suitable when creative solution is
essential.
Compromising strategies come under the second choice by the organisation. Organisation use
compromising strategy when they are dealing the moderately important issues. It can often
lead to quick solution. We aim for a solution that both parties can accept, which partially
satisfies their concerns.