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OB-II

Session 1-4

Tuckmans Five-Stage Theory

Performing Adjourning

Norming

Storming

Forming

Return to

Independence

Roles

Goals

Trust

Dependence

Climate of open

communication, strong

cooperation and lots of

helping behavior

Feeling of

Team spirit is

experienced

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Re-storming re-norming

Reference: McGrew, Bilotta & Deeney, 1999

Performing

Norming

Storming

Forming

Performing De-norming

De-storming

De-forming

Group Decay

Care Little beyond

their self-imposed

borders

Discontent

surfaces and

cohesiveness

Erosion of

standards of

conduct

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1. Should not become complacent upon reaching the performing

stage

2. Awareness is the first line of defense

3. Constructive steps need to be taken to bolster cohesiveness

even when the work groups seem to be doing their best

Groups

Individual

Contribution

Individual Outcomes

Common Goals

Demands of

Management

Self-imposed

Demands

Common Goals and

Commitment to

Purpose

Mutual Outcomes

Individual and

Collective

Teams

Performance

Depends on ..

Accountability

rests on ..

Members are

interested in ..

Responsive to ..

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No of

Members

Productivity

Reference: John, G. (1996). Organizational Behavior: Understanding and

Managing Life at Work. Harper Collins, Page - 251

How many group members is too many?

Mathematical Modeling

Approach

Odd number of groups are recommended if the issue is to be

settled by a majority vote

3 to 13

Laboratory Simulation

Approach

If high quality decision quality is important

If generation of Creative ideas is the objective

Increase in group size

1. Positive effects of team building

2. Group leaders tend to be more

directive

3. Member satisfaction

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As the size of the team increases beyond 20 members, the level of

natural cooperation among members of the team decreases

Reference: Gratton, L & Erickson, T. J. (2007). Eight ways to build collaborative

teams.Harvard Business Review.

Punctuated-Equilibrium Model

Completion

Transition

First

Meeting

Phase 1

Phase 2

(High)

(Low)

A (A+B)/2

Time

B

Performance

Temporary Groups with Deadlines

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Effect of Men and Women working together in

Groups

Attitude Shift

Neutral to negative

Favorable to neutral

Police

Nursing

Keep the Domain

Share the Domain

Women

Interrupted men

and women equally

Men

interrupted women

significantly more

often than

As the attitude towards the role of women have

changed in contemporary society, differences in

social participation have also begun to diminish- Nielsen (1990)

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Percentage of Women

CollectiveIntelligence

Average

Reference: Anita Woolley and Thomas Malone (2011). What Makes a Team

Smarter? More Women,Harvard Business Review

Group

Reward

Member

Interaction

Group

Size

Somewhat

Difficult Entry

Agreement with

Team Goals

External

Challenges

Cohesiveness

Success

Cohesiveness

Time

Before After

Reference: John, G. (1996).

Organizational Behavior:

Understanding and Managing Life at

Work. Harper Collins.

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Group Cohesiveness

PerformanceNorms

Cohesiveness Productivity

Cohesiveness

Performance-

relatedNorms

High Low

High High Productivity Moderate Productivity

Low Low Productivity Moderate/ Low Productivity

Norm

Help the group survive

Simplify behavioral expectations

Help in avoiding embarrassing situations

Clarify groups central values/ unique identity

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How Norms are Developed

Explicit statement by supervisors or co-workers

Critical events in groups history

Primacy

First behavioral patterns that that emerges in a group

Carryover behaviors from past situations

Others Expectations are Unknown

Others have conflicting or inconsistent Expectations

Others expectations > Ones Ability

Expected Behavior for a given PositionRole

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Zimbardos Prison Experiment

A follow up study by BBC

Prisoners and guards

behave differently

when they are

monitored

Guards were more careful in their

behavior

Concerned about how their actions

might be perceived

An egalitarian system developed

between prisoners and the guards

Abuse of roles can be limited when people are made

conscious of their behavior

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A socially defined position or rank given to groups or

group members by others

Status

The power a person wields over others

A persons ability to contribute to a groups goals

An individuals personal characteristics

High status people are given more freedom to deviate from norms

Tend to be more assertive members

Criticize/ state more commands / interrupt others more often

Inhibit diversity of ideas

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Properties of

Groups

CohesivenessSize

Roles Norms

Status

Conformity

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The convergence of individuals thoughts, feelings, andbehavior toward a group norm

There is no direct request to comply with the group

nor

Any reason to justify the behavior change

Normative

Influence

Informational

Influence

Subjective

Uncertainty

Need for information

to reduce uncertainty

Comparison with

others

Need for Certainty

InternalizationCompliance

Power of others to

Reward/Punish

Conflict between own

and others opinions

Need for Acceptance/

Approval of Others

Private Disagreement Public Acceptance Private Acceptance

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Distortion of individual judgment by a unanimous but

incorrect opposition

Asch Effect

Results

33% went along with the group on a majority of the trials

25% remained completely independent

75% conformed at least once

When tested alone (no confederates), subjects got more than

98% of the judgments correct

When tested with confederates, they only got 66% of thejudgments correct

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Number of Confederates

ConformityLevel

The Asch Experiment

If there is one dissenting voice, the dramatic effects of

conformity are erased

Visibility

Importance of the issue

Low individual confidence

Strong commitment to the group

Difficult/ Ambiguous Issues

Determinants

High status people

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Add more and morepeople to a group

Total force exerted by the

group increases

The average force exerted

by each group member

declines

The phenomenon in which participants, who work together,

generate less effort than do participants who work alone

Social Loafing

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Does social loafing occur in brainstorming groups

Increasing Group Size, Increasing Group Output

N u m be r o f Ide as G ene ra te d

6772

48

3 425

01 0

2 0

3 0

4 0

5 0

6 0

7 0

8 0

1 2 4 8 1 2

N um be r o f G ro up M em be rs

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But Decreasing Individual Input

Ideas Per Gro up M ember

2 5

6

812

1 7

0

5

1 0

1 5

2 0

2 5

3 0

1 2 4 8 1 2

N u m ber o f G ro up M em bers

Reference: Thompson, L. L. (2003).Making the team: A guide for managers . Saddle River, NJ: Pearson/Prentice Hall.

Motivation strategies

Increase identifiability

Promote involvement

Reward team members for

performance

Strengthen team cohesion

Provide team performance

reviews and feedback

Coordination strategies

Using single-digit teams

Training team members together

Spending more time practicing

Minimizing links in

communication

Setting clear performance

standards

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Stepladder Techniques

1. Each group member must be given the groups task and

sufficient time to think about the problem before

entering the core group

2. The entering member must present his/ her preliminary

solutions before hearing the core groups preliminary

solutions.

3. With the entry of the additional member to the core

group, sufficient time to discuss the problem is

necessary4. A final decision must be purposely delayed until the

group has been formed in its entirety.

Inability to manage agreement, not theinability to manage conflict

Abilene Paradox

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Agree privately (as individuals) to the situation facing the

organization

Actions that are counterproductive, leads to the experience

of frustration, anger, irritation, and dissatisfaction with

their organization

Invalid and inaccurate information, leads to collective

decisions that lead them to take actions contrary to what

they want to do

Fail to accurately communicate their desires and/ or beliefs

to one another

Organizational Members

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Organizational members do not deal with the issue and

the cycle repeats itself with greater magnitude

They form sub-groups with trusted acquaintances and

blame other subgroups for the organizations dilemma

Abilene Paradox

unwillingness to speak up

about what one thinks and

believes

Inaccurate assumptions

about what others think and

believe

Action Anxiety

Fear of Separation

(Ostracism)

Negative Fantasies

(Loss of face, Prestige, Position,

Health)

Real Risk

Make Confronters intoHeroes

Develop a Culture of Pride

Create Empowering

Structures

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Groups become more concerned with reaching

consensus than with reaching consensus in a way

that ensures its validity

Groupthink

Groupthink

Mindguards

Excessive

Stereotyping

Illusion of

Unanimity

Collective

Rationalization

Self-

Censorship

Invulnerability

Pressure for

Conformity

Inherent

Morality

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Antecedents of Groupthink

Stressful Situations

Highly cohesive groups

Group Structure

Homogeneous members

Directive leadership

Unsystematic procedures

Avoiding Groupthink

The leader should be neutral

High status members offer opinions last

The leader should give high priority to members airing

objections and doubts, and be willing to accept criticism

Groups should always consider unpopular alternat ives,

assigning the role of devil's advocate to several strong membersof the group

Outside experts should be included in vital decision making

Group size

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Two heads are better than One!

The benefits of two heads require that they differ in relevant

skills and abilities

The group members must be able to communicate their ideas

freely and openly. This requires an absence of hostility and

intimidation

The task being undertaken is complex. Relative to individuals,

groups do better on complex rather than simple tasks

Individual

LevelGroup Level

Organizational

Level

Mount

Everest

Tragedy

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Team Effectiveness

Shared belief that the team is safe for interpersonal risk-taking

Risk of looking ignorant

Risk of looking incompetent

Risk of being seen as intrusive

Risk of being seen as negative

Team members demonstrate a high level of trust and mutual

respect for one another

The team members do not believe that the group will marginalize

or penalize for speaking up or challenging prevailing opinions

Team

Psychological

Safety

Team Learning

Behavior

Level of

Familiarity

Leader Coaching

and Support

Member Status

Difference

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Thank You