Introduction to Group Dynamics

Group Dynamics is part of social psychology that addresses how human groups develop, interact and function. Group Dynamics primary goal is to find out why and how groups develop.

Bruce Tuckerman's Theory on Group Work Dynamics

 One of the biggest contributors to understanding Group Dynamics comes from, Bruce Wayne Tuckerman. Tuckerman developed a 4 stage model of group development and published his theory “Tuckerman Stages” in 1965, and added a fifth stage, adjourning, in 1977.

1. Forming: The group comes together and gets to initially know one other and form as a group. This stage can foster uncertainty, and the need for goals to be established. Forming is the first stage where people initially meet and welcome other members. This can be a confusing time for members as the group works on trust and finding the leader of the group. Members ponder “What am I here for?” Who else is here?”

Forming = "Orientation Period"

2. Storming: Storming is usually the battle for leadership and the start of voicing their individual differences. Often members seek with others who have the same beliefs, as well as voice their views, purpose and priorities. Member can air their dissatisfaction and begin to find ways through their conflicts.  Progression into the next step can only progress if all conflicts are resolved.

Storming = Conflict and Tension

3. Norming: Norming results when agreement is reached on how the group operates and defining group purpose and goals are achieved. The focus is to sustain cooperative efforts to progress to results. This is the step of setting goals, expectations and making roles for each member clear.

Norming = Recognition of Differences and
Common Expectations

4. Performing: Performing is based on refection on experiences for learning. The group becomes effective in meeting objectives. Conflict can be resolved by group discussions. Decisions are based on rational, rather than emotional issues. If a group makes it to performing, doesn’t mean the group will always stay there. The inner workings of every group tend to vary; that is except for the stages of group dynamics. Where project planning, communication, conflict resolution strategies or member roles vary from group to group, every group goes through the same five stages (Arnold, 2008).

Performing = Group Established Bonds and
Group Meets Established Objectives

Not all teams reach this stage of performing, but the lucky ones will. If you have ever been on a true “performing” team you know it. You can remember the goal, the outcome and most importantly the people. You probably remember the good more than the bad. Your memories of the bad are usually shadowed by the success you had in solving them. The high performing team is able to function as a unit. The team members are competent, autonomous and able to handle decisions without supervision. Team leaders are almost always participative during this stage. (Moore, 2011)

5. Adjourning: Some groups achieve their goals or milestone and disband. Members can decide to go their own ways and leave the group.

Adjourning - Disbandment of Group

 Why is Group Dynamics Important?

 Group Dynamics helps increase the ability to work effectively in a variety of group situations. By understanding what group dynamics, it helps to establish an understanding of how effective communication within groups can be pro-active measures to ensuring the success and well-being of working in groups. Group Dynamics is about the relationship between the members within the group, where the members of a group are like the beads of a necklace which hold it together (Samali, 2010). Leaders frequently work in groups while striving to create a positive work environment. Groups are most likely made up of all sorts of personalities, diversities and skill sets. Unfortunately, not everyone has the ability to agree or even get along all the time. By understanding how groups work by understanding the importance of group dynamics, we can all build better relationships, enhance communication skills and learn to observe signs to manage conflict in our lives.

To master any theory of group work dynamics, you must let the appropriate stages evolve, handle conflict, and not only monitor teams, but learn to judge how well a team works as a unit and know when to pull team members out or introduce new members if the need arises. (Scheid, 2011)

Overall, Group Dynamics explores how and why groups form. It addresses how leaders and followers react in groups. Leadership and dynamics play a crucial role when it comes to group success. They support each other and create enormous outcomes. (Samali, 2010). It is useful to help us understand everything from decision-making behavior to what causes social prejudice and discrimination within teams. By understanding the role of members in groups, we can assess ways to be pro-active as leaders in the workplace, become better at conflict management and learn to be a better communicator.

References:

Arnold, D. (August 2008). The Stages of a Group: Forming, Norming, Storming, Performing and Adjourning. Retrieved from: http://voices.yahoo.com/the-stages-group-forming-norming-storming-performing-1687847.html

Samali, T. (Nov 14, 2010). The importance of Group Dynamics on Leadership in an organization. Retrieved from: http://suite101.com/article/the-importance-of-group-dynamics-on-leadership-in-an-organization-a308863

Scheid, J. (June 2011). Theories of Group Work Dynamics. Retrieved from:

http://www.brighthubpm.com/resource-management/96930-theories-of-group-work-dynamics/

Moore, P. (July 5, 2011).Social Network Group Dynamics – Is it About ME or WE? Retrieved from: http://socialmediatoday.com/pammoore/312933/social-network-group-dynamics-it-about-me-or-we

Great Resources for More Information on Group Dynamics:

http://www.enotes.com/group-dynamics-reference/group-dynamics

http://answers.mheducation.com/management/organizational-behavior/groups-and-teams



Maslow’s Hierarchy of Needs Model

Psychologist Abraham Maslow’s hierarchy of needs model illustrates the desire for people to want to reach self-actualization. They include addressing our basic human needs, psychological and self-fulfillment needs.

Basic Needs (Deficiency) = Safety, Love, Esteem and Physiological needs

Growth Needs = Self-actualization and Cognitive needs

This theory is often displayed in pyramid form. At the base you find the basic needs we all need to survive. If we did not have access to these things, we would eventual die.

Physiological Needs

Food

Water

Warmth

Rest

As we move up the Maslow’s pyramid we focus on other more physiological that are important to our well-being, but do not necessarily need in order to survive, like food and water. They include:

Safety Needs = Security, Protection and Feeling Safe

 

Belonging & Love Needs = Family, Friends, Being Appreciated and Loved

 

As we move towards the top of the pyramid, the focus shifts to growth needs, as well as, the need to live happy, fulfilling lives.

Esteem Needs: Personal Worth, Needing to Accomplish Things and Recognition

At the top of Maslow’s pyramid, is Self-actualizing needs. Here the focus is on reaching our full-potential and finding our purpose in life.

Self-Actuation: Reaching Full Potential, Creativity and Using Inner Talent

The five layers incorporate the basic needs for survival and end with one seeking a purpose or achievement in our lives. One must satisfy lower level basic needs before progressing on to meet higher level growth needs.  Once these needs have been reasonably satisfied, one may be able to reach the highest level called self-actualization (McLeod, 2007).

Reaching Self-Actualization

As we learned, Maslow illustrates that people must meet the basic needs and work up the pyramid in order to reach self-fulfillment. People have the ability to move up the hierarchy pyramid towards the ultimate goal of self-actualization. However, sometimes people cannot fulfill the lower levels of the pyramid. Some examples include loss of employment, divorce and loss of supporting family. These life situations can disrupt the process of reaching the top of the pyramid, and reaching their full potential.

The growth of self-actualization refers to the need for personal growth that is present throughout a person’s life.  For Maslow, a person is always “becoming” and never remains static in these terms.  In self-actualization a person comes to find a meaning to life that is important to them. (McLeod, 2007).

Maslow stressed that unsatisfied needs motivate behavior. As physiological needs are satisfied, humans become motivated in more socially oriented ways. Many workers seek self-respect and high evaluation of others (Ogilvie, 2006). Maslow’s motivation theory of Hierarchy of Needs focuses on the progression of meeting out basic needs and physiological needs in order to obtain self-actualization. It refers to the desire for self-fulfillment.  This tendency might be phrased as the desire to become more and more what one is, to become everything that one is capable of becoming.

Maslow Theory by jen1026r on GoAnimate

Video Maker - Powered by GoAnimate.

References:

Cherry, K. (n.d.). What is self-actualization? The role it plays in the Hierarchy of Needs. About.com. Retrieved from http://psychology.about.com/od/careersinpsychology/ss/become-a-psychologist.htm

McLeod, S. A. (2007). Maslow's Hierarchy of Needs. Retrieved from http://www.simplypsychology.org/maslow.html

Ogilvie, John, R. (2006). CLEP Principles of Management. Piscataway, New Jersey: Research & Education Association, Inc.

Herzberg’s Motivation-Hygiene Theory

Clinical Psychologist, Frederick Herzberg, published his first workplace motivation book called The Motivation to Work in 1959. He had an innovative method of research that was different from prior closed question surveys. Herzberg used open question surveys to gain insight on what employees felt about critical workplace working conditions. In addition, the series of interviews gained insight of what the employees thought motivated them.

Herzberg’s Two Factors in Job Motivation

Herzberg introduced two concepts that influenced the role of motivation in the world of management, job enrichment and motivation-hygiene theory. Herzberg showed that satisfaction and dissatisfaction at work almost always arose from different factors. According to Helzberg, people have two sets of needs:

 1. As an animal to avoid pain

2. As a human being to grow psychologically     

 People are influenced by two factors:  

 Work Hygiene Factors = Employees Physiological Needs

Addressing hygiene factors helps to prevent that employees do not become dissatisfied.
Examples of Hygiene Needs or Maintenance Factors:

· Perceptions of management, leadership supervision

· Relationships with peers, supervisor, organization, policies

· Work conditions

· Salary

· Status

· Job security

Herzberg believed that hygiene factors were based on the drive to avoid pain, and the motivators factors were directed towards growth. When hygiene factors are lacking, it leads to employee dissatisfaction.

2. Work Motivators Factors = Employees Psychological Needs

Addressing motivation factors helps motivate employees into higher performance.

Examples of Motivation Factors:
      · Achievement

· Recognition

· Tasks at work

· Responsibility

· Growth

· Advancement

· Stimulating work

Looking for Hertzberg's Model in Your Workplace

Can you see signs of de-motivated employees in your current or past workplace?
 

Herzberg’s Motivation-Hygiene Theory by jen1026r on GoAnimate

Animation Software - Powered by GoAnimate.

Signs Include:

· Low productivity

· Poor attitudes and service

· Poor employee communication

· Complaints about compensation or benefits

Herzberg found that employees are not content with the satisfaction of hygiene factors at work, such as minimum salary levels or comfortable working conditions. Instead, employees wanted gratification of higher-level psychological needs or motivation factors. Employees seek achievements, advancements, recognition, and responsibility.

Hertzberg's Theory to Strengthen Employee Motivation

Hertzberg’s two-factor theory reflects that employers should challenge employees’ skills and allow them to grow in their jobs and career. To remove dissatisfaction, employers should offer job enrichment and the opportunity for employees to grow in the job. Improving just the hygiene factors is a short-term solution to removing dissatisfaction and improving employee motivation. This means that you cannot fully satisfy employees through only addressing hygiene factors. Employers must work on balancing both hygiene and motivator factors in order to remove dissatisfaction and build job enrichment.

Introduction to Equity Theory on Job Motivation Mini Lesson

Equity Theory on Job Motivation

In this lesson, you will identify what Equity Theory is and how it relates to job motivation.

 Equity Theory in a Nut Shell

A workplace and behavior psychologist, named John Stacey Adams, first developed the Equity Theory in 1965. The focus of the theory calls for a healthy balance between employee inputs and outputs. Inputs are what we give or put into our work. Outputs are everything we take out in return. Equity Theory of Motivation looks at individual perception of how fairly they believe they are treated compared to their co-workers.  

 Employee Inputs (examples: hard work, skills, dedication, enthusiasm, tolerance, loyalty)

to be balanced with

Employee Outputs (examples: salary, benefits, recognition, job security, responsibility)

 

 

Fair Balance = Creating a Working Productive Relationship = Motivated Employees

 

Example of Equity Theory of Motivation

John is a dedicated employee by coming to work on time, stays late when needed and brings in the highest profits. He has a $50,000 salary. John just became aware that other co-workers have larger salaries in the same position, and do not work late and make as much profits. As a result, John stops staying late and is enthusiasm is low towards clients.

 According to Equity Theory, employees lose job motivation when their inputs become greater than the outputs.It is a comparison between one’s own ratio and that of a reference group, such as John’s co-workers. Think about your workplace or one you have worked at.

In Summary

The important thing to remember is that this theory deals with one's own perceptions. Adam’s Equity Theory of Motivation illustrates that positive outcomes and high levels of motivation are expected only when employees perceive they are being treated fair. Finding this fair balance in employees’ inputs and the outputs they receive serves to ensure content and motivated employees.

Look forward for more lessons in leadership . - Jennifer