Understanding Group Dynamics

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THEGROUP DYNAMICS Social Skills 1: Marta López INDEX 1. The group: concept and types. 2.Phases of group evolution. 3.Group roles: concept and types. 4.Leadership. 5.Group communication. 6.Techniques for analyzing groups. 7.Work team. 8.Individual work vs teamwork. 9.Group dynamics. USEFULLWORDS Interdependencia Interdependence Identidad Identity Interacciones grupales Group interactions Espíritu de grupo Group spirit Cohesión grupal Group cohesion Cultura de grupo Group culture UNITWORK You must take a group of people from a TV serie, reality, film, book... You must prepare an inform analizing all the things that we are going to learn about the groups: type, dynamics, roles...

In that report you should use videos, texts... To justificated your words. Finally you must create a sociogram to see all these things in a visual form. Giving date: 17/11 Format: PC EXAMPLESOFGROUPS EXAMPLESOFGROUPS Agatha Christie And Then There Were None EXAMPLESOFGROUPS William Golding Lord of the Flies EXAMPLES OFGROUPS EXAMPLESOFGROUPS 1-GROUP:KEYIDEAS 02 01 The interdependence of their members 03 All is dynamic = a change in the state of any of its parts alters the state of all the other subparts. Identity The members of the group perceive themselves as a group. They perceive and define themselves as a group, sharing a common identity.

Interaction of the members ad social structure Interaction is a consequence or condition of interdependence. People who belong to a group interact with each other to perceive themeselves. CONCEPTSINHERENTTOTHEGROUP 02 01 Spirit 03 The group is a unit = group personality. Cohesion Feeling of solidarity that adheres to common cultures and norms. It is variable and dynamic. Culture Common values from which the norms of the group are derived. TYPESOFGROUPS Impersonal and formal relationship. Means to achieve other ends. Indirect communications. Example: clubs, neighborhoods... OR Prior planning. Example: a camp. OR OR Secondary Primary Small number of members. Face-to-face interactions.

Members linked to emotional ties. Durable character over time. Example: the family. Warm and spontaneous affective relationships caused by natural existence. Example: Familý, friends, neighnors... Natural Artificial Prolonging their existence over time Example: family, friends... Limited duration with little impact on members. Example: discussion group. Momentary Persistent Non-exclusive!! TYPESOFGROUPS Origin in spontaneous interaction. Regulation based on personal agreements. Guidance based on personal needs. Example: a group of friends. OR You desire being part of the group You feelt sentimentally attached to the group even though you don't belong to it.

Example: a casting for a theatre company. OR OR Informal Formal Origin in rational planning. Regulated by fixed prescriptions. Guidance based on the purposes of the organization to which it belongs. Example: Deputies in Congress. Non-voluntary. You are part of the group, even if you are not there at this moment. Example: a family. Belonging Relationship Achievement of specific task. Example: a group of office workers. Vehicle for personal development. Common learning dynamic. Example: pottery workshop. Experiential Work Non-exclusive!! LET'STRYIT! Make pairs or groups of three. I'm going to give you a paper with a group. 01 02 Categorize it in all the types of groups.

03 As Bruce Tuckman's (1965) theory of group development suggests, groups typically go through various stages of development as they change from a newly formed group to an effective team. Throughout these stages, groups tend to oscillate between task-oriented and relational issues, with members sometimes working hard but at other times strengthening their interpersonal bonds. We also experience changes as we pass through a group, as we do not become full members of a group in an instant. Instead, we gradually become part of the group. Sometimes we stay in the group until we leave.

2-PHASESOFGROUPEVOLUTION They explore the group's purposes and gather information about each other's personal interests, abilities... 1-FORMING Members expose information about themselves in polite but tentative interactions. Non productive, stage of adaptation and find their roles Much of the conflict decreases from challenges between members taking to increase their status and control in the group. 2-CONFLICT Disagreements arise over procedures and purposes, so criticism and conflict increase. Members learn who to work together The group agrees on its goals, procedures, and leadership. Norms, roles, and social relationships develop that increase the stability and cohesion of the group.

3-NORMALIZACION Stabilization, find their rhythm Work flow establish The group focuses its energies and attention on its goals, showing higher rates of task orientation, decision- making, and problem- solving. 4-PERFORMANCE Cohesion, work in this highest pottential. The group prepares for dissolution by completing its tasks, reduces dependency levels among members, and deals with any unresolved issues. Celebrate our achievements. 5-EXPIRATION Final phase = mourning Finally we discuss it together LET'STRYIT!

We are going to watch the chapter and take notes Difference and justificate the dfferent stages of development 01 02 03 3-STRUCTUREIN GROUPS A group's structure is essential, defined by norms, values, and hierarchies that guide interactions among members. It defines relationships and communication flow within the group. GROUPROLES: CONCEPTANDTYPES. Position or status is the place that a person occupies in the group and that determines the power, influence and attraction that he or she exercises over it. Each position corresponds to a role, which is the behavior expected of the person who occupies that position or status. There are no neutral people in groups.

EASYEXAMPLES Their roles correspond with their names SOMEOFTHEROLESARE 02 01 Prescribed 03 Expectations of some members towards others, based on the rules. "What you must do" Subjective Expectation perceived by the subject. "How people think that you should do" Performed The manifest conduct "What you really do" The best thing is that this match DIFFICULTIES INTHE PROCESSOF ASSIGNING ROLES Incompability between the person's abilities and expectations of his or her role Group characteristics Demands that arise from changing roles Inadequate rewards in exchange for the performance of a role TYPESOFROLES 02 01 Group task 03 Instruments for problem solving and goal achievement.

Formation and maintenance of the group Behaviours of members that promote cohesion, the process of this and the good socio-affective climate. Individuals who pursue an individual goal Satisfy personal needs and search for affirmation within the group. Exposed by Bales TASKROLES INITIATOR: Suggests ideas, projects and ways to address challenges. COORDINATOR: Summarizes, relates and relaunches. STIMULATOR: Seeks to get the group to produce a lot and well, with greater human quality. INTERROGATOR: Is on the hunt for new ideas, reasons or clarifications. INFORMER: Provides data and experiences to find solutions.

OPINIONIZER: Provides ideas, suggestions, judgments and convictions to lead or redirect the topic or the group. EVALUATOR: Judges and values the ideas and relationships of the group. Helps with questions to maintain a critical attitude. Example MAINTENANCEROLES OBSERVER: Follows the group process and interprets what happens in it. ANIMATOR: Seeks cohesion, participation, a positive climate and cordial and supportive relationships. CONCILIATOR: Is a mediator in moments of tension or conflict. Looks for common ground. OPEN TO COMMITMENT: Seeks agreements, accepts the points of view of others and relativizes differences.

COMMUNICATION FACILITATOR: Is concerned about the participation of all, stimulates communication, facilitates the creation of a good working climate and fluid communication. Examples INDIVIDUALROLES TALKATIVE: Chatty. He talks at the wrong time, about anything. He loses the thread of the conversation. PEDANT: If he knows a lot, he expresses it with such style that it causes laughter and contempt in others. CLEVER: He analyzes the situation to strike and achieve what he sets out to do only when he is sure of his success. CLOSED-REFRACTORY: He opposes everything and does not agree with anything, but does not provide solutions. POSITIVE: He contributes when he knows and can.

He apologizes when necessary. He recognizes his ignorance if he does not know something. He gives and receives, he never blocks and is never the center of the group. KNOW-IT-ALL: He talks about everything and at all times. He has a desire for prominence. He always gives his opinion without caring about the contributions of others. SHY: He may seem apathetic, cold or inexpressive. When he speaks and contributes ideas, he usually surprises everyone. CRITICAL: Always tries to play the "devil's advocate" and looks for the weak points in everything. Can be critical, positive or negative.

Examples 4-LEADERSHIP Position or status is the place that a person occupies in the group and that determines the power, influence and attraction that he or she exercises over it. Each position corresponds to a role, which is the behavior expected of the person who occupies that position or status. There are no neutral people in groups. EASYEXAMPLESII TYPESOFLEADER 02 01 Authoritarian 03 Obedience of the members of the group making decisions individually and without consulting others. Sometimes he is paternalistic. Permissive Attitude of letting go, without guidance, control or help. Democratic It distributes responsibilities and power. All members can participate in decisions.

Exposed by Lewin White and Lippit SITUATIONAL LEADERSHIP The leadership depends of the moment. The leader adjusted their behaivour depends of the group maduration and the circunstances. For example, I change mi behaviour in medium FP or superior FP. We are going to discuss it together LET'STRYIT! We are going to watch different scene of movies and TV series You should analyze it in your notebooks 01 02 03 TYPESOFROLES:BREAKFASTCLUB TYPESOFROLES:BREAKFASTCLUB TYPESOFLEADERSHIP:THEOFFICE TYPESOFLEADERSHIP:MATILDA For effective communication in a group, empathy, active listening, and clarity are essential.

The communication structures / networks are defined by the form of who the commuication flow go between the different group members. A respectful and trusting environment is important. 5-GROUP COMMUNICATION BARRIERSTOGROUPCOMMUNICATION 02 01 Psychosocial 03 Social status Unfavorable psychological climate Inappropriate language Diverse cultural experiences Cultural differences Vocabulary, way of expressing...

Differente values and cultural norms Personal Ways of being Lack of conviction Social image CONSEQUENCES:COHESIONAND FRAGMENTATION 01 Factors that promote cohesion 03 Sympathy and affinity Common objectives Shared experiences or success and failure Individuals feel loved and accepted The members participate in actions and decisions Causes of group disintegration Objectives are not clear Goals were imposible Conflicts were not resolved There is an increase in emotional tension The communication network defines how information flows among members, using structures: chain, star, circle... They determine group interaction effectiveness.

COMMUNICATIONNETWORKINGROUPS It works best for routine or hierarchical tasks. CHAIN Slow communication, possible distortion of the message. High centralization (only the extremes see little information). Information flows from one person to another in a straight line. Each member only communicates with the one "next to them". A B C D E Example: a work group where each person reports to his or her immediate superior. It can lead to tensions or feelings of inequality. Y-STRUCTURE High centralization of control. Quick for simple tasks, but reduces group satisfaction. Combine a chain with a fork at the bottom.

A B C D E Example: a sales group with a middle supervisor who relays everything to management. The leader controls all the information. It favors authoritarian leadership. WHEEL Very efficient for simple or urgent tasks. Risk: others feel dependent or isolated. All members communicate only through one central person (the leader or "hub"). A B C D E Example: a boss who receives and distributes all the information of the team. Less efficiency, but more participation and satisfaction. CIRCLE Very efficient for simple or urgent tasks. Risk: others feel dependent or isolated. It favors shared leadership. Useful for creative or collaborative tasks.

A B D E Example: a discussion group or brainstorming team. Very rich communication but can be slow or chaotic if there is no coordination. FREE Maximum participation and satisfaction. It favors democratic or rotating leadership. All members communicate with each other directly. A B D E Example: a creative team where everyone contributes ideas and discusses them openly.

Structure Centralization Efficiency: simple task Efficiency: complex task Group satisfaction Type of leadership Chain High High Low Medium Autoritharian Y High High Medium Low Autoritharian Wheel Very high Very high Very low Low Autoritharian Circle Medium - low Medium High High Democratic Free Low Medium Very high Very High Democratic At the end of the chapter we are going to discuss it together HALLOWINX! We are going to watch a chapter of Winx Club You must take notes about the structures of communication, roles, leadership... 01 02 03