Chapter 17 Group Development Member Roles Dysfunctional Members
Chapter 17: Group Development Member Roles Dysfunctional Members Resolving Conflict
Group Development �Dimensions of an Effective Group: �(Bales, 1953) �Task Dimension: the content and purpose of the group meeting.
Group Development �Person Dimension: interpersonal process and satisfaction participants derive from working with each other. �Both must be in place for effectiveness.
Group Development �Group Member Roles: Benne and Sheats (1948): �Initiator-contributor: proposes original ideas, changes, launches discussion, moves group into new areas of discussion.
Group Development �Information seeker: asks for clarification in terms of factual adequacy. Seeks expert information and relevant facts.
Group Development �Opinion seeker: asks for clarification of values, checks on others' attitudes and feelings surrounding the issues. �Information giver: provides factual, authoritative information on own experience relevant to the problem, emphasis what the group should do.
Group Development �Elaborator: picks up on others' suggestions and amplifies with examples. �Coordinator: shows link between ideas and suggestions, connects diverse ideas �Orienter: clarifies the groups' position, reviews, reminds group of goal �Evaluator-critic: evaluates proposals of the group against criteria of effectiveness.
Group Development �Energizer: focuses the group to move toward decisions. Challenges and prods the group into further action. �Procedural technician: takes care of logistics, materials, etc. �Recorder: writes down group's suggestions and decisions. Keeps on ongoing record of what transpires.
Group Development �Person Roles: �Encourager: affirms, supports, accepts contributions of others, shows warm and positive attitude. �Harmonizer: conciliates differences between individuals. Looks for ways to reduce tension using explanations and humor.
Group Development �Gatekeeper or expediter: regulates flow of communication by seeing that all members have a chance to talk. Encourages quiet members to speak. Proposes regulations when participation becomes unbalanced. �Standard setter/ego ideal: appeals to group's pride. Doesn't let group give up.
Group Development �Observer and commentator: monitors the works of the group, records who speaks to where and where roadblocks occur. Provides feedback when group wishes to evaluate processes. �Follower: is willing to accept the decisions of the group and follow them whether or not he/she has influenced decision.
Group Development �Dysfunctional Roles: �Aggressor: personally attacks worth of other members, belittles, deflates status, verbal attacks. "That's a crazy idea!" �Blocker: sees all opinions and suggestions as negative. Opposes decisions. Refuses to proposal alternatives. "It's futile to do anything. "
Group Development �Recognition-seeker: uses group setting to receive personal attention. Scatters books, falls, asleep, etc. �Self-confessor: uses group to vent personal feelings not related to group task �Playboy or playgirl: Lacks interest and involvement, uses group setting to have fun. Distracts. Tells private jokes, etc.
Group Development �Dominator: asserts superiority in controlling group discussion and dictates what members should do. �Help-seeker: tires to gain group's sympathy by expressing feelings of inadequacy or personal confusion. �Special-interest pleader: cloaks own bias by using outside group. "The parents won't like that. . "
Group Interaction �Alphabetically by last name: A. . . #1, etc. � 1) Gatekeeper or Expediter � 2) Encourager � 3) Agressor � 4) Recognition Seeker � 5) (if needed) Follower
Group Development �Changing Group Leadership Style: �'Situational Leadership': Hersey & Blanchard (1969, 1988) �Style 1: High task, low relationship �Style 2: High task, high relationship �Style 3: High relationship, low task �Style 4: Low relationship, low task �Look at readiness level of group. (p. 248)
Group Development �Developmental Supervision / Groups �Directive Control: used when group functions at low developmental level, lacking expertise need to solve problem, without commitment or resolution or in an emergency. Supervisor tells. �Directive Informational: group functions at low level. Supervisor presents.
Group Development �Collaborative Behaviors: group functions at moderate or mixed level, supervisor and group have same degree of expertise. Supervisor clarifies and listens. �Nondirective Behaviors: used when group functions at high level, possess extensive expertise and is highly committed to solving problem. Supervisor listens and reflects.
Group Development �Dealing w/ Dysfunctional Members: �Observe the Member: Who does the dysfunctional behavior? How does the group react? �Try to Understand the Member: Why does the member persist with behavior? �Communicate w/ the Member: "I've noticed. . . " Describe the situation.
Group Development �Establish Rules for Future Behavior: ask or suggest rules for dysfunctional member. "If we're not on the right course, tell us only once. . " �Redirect Unfavorable Behavior: pick up on dysfunctional behavior and try to make it functional. Ex: dominator could be 'recorder', playboy/girl -- intro w/ a joke.
Group Development �Resolving Conflict: � 1. Ask each member to state his or her conflicting position. � 2. Ask each member to restate the other's position. � 3. Ask each member of the conflict still exists.
Group Development � 4. Ask for underlying value positions: Why do they still stick to their positions? � 5. Ask other members of the group if there is a third position that synthesizes compromises or transcends the conflict. If not, re-clarify various positions. Acknowledge that there is no apparent reconciliation and move discussion to other concerns.
Group Development �Preparing for Group Meetings: �Agendas: Set clear task and purpose �Establish Group Rules: Make expected behaviors clear: participation expected, interpersonal expectations, decisionmaking process, follow-up, etc. �Guided Discussion: What questions should be asked. Open-ended, formal?
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