Group Dynamics, the Stages of Group Development - Coursework Example

GROUP DYNAMICS ABSTRACT Since time immemorial human beings have had the desire to be part of a group for social or professional reasons (this leads to the formation of informal and formal groups). Socially, people want to be part of a group as a sense of belonging; these groups range from families to friendships which are formed to satisfy people’s desire to belong. On the other hand, people in formal settings such as workplaces have to form groups so as to work together towards achieving common goals. It is therefore correct to say that groups are social systems comprising of people who interact for one reason or another (Toseland& Rivas 2005, p. 90). The interaction of members in a group brings about forces that are referred to as group dynamics which “influence the behavior of individual members as well as the group as a whole” (Toseland & Rivas 2005, p. 64). A good understanding of group dynamics by all group members, from leaders to the common members, leads to the satisfaction of all the individuals’ needs as well as the accomplishment of the group goals. It is therefore important that every member of a group understands group dynamics so as to ensure sustainability of the group. This paper will focus on group dynamics, the stages of group development as well as the functions of leaders and other members in a group. Key words: group dynamics; group process; interaction; group development; leadership Introduction Human beings are naturally social beings and hence have to form groups for fulfilling individual needs as well as achieving common goals. People are attracted to various groups for various reasons such as the need for association, recognition and security; prestige; and the quest to achieve certain goals that are easily achieved through group work (Cartwright 1968 in Toseland & Rivas 2005, p 75; Peter n.d, p 4). Through interaction with others, there results forces that are generally referred to as group dynamics, which in turn affect the behavior of individuals as well as that of the group at large (Toseland & Rivas 2005, p 64). Great attention should be focused on these forces so as to ensure that individual needs as well as group goals are met without causing any negative effects to group members and the group at large. Toseland& Rivas (2005, p 64) are in support of this statement as they acknowledge that groups can produce both positive and negative forces. It is in this view that all group leaders are called upon to be attentive to these forces so as to avoid detrimental effects in the future. Additionally, group members have a role to play in ensuring that groups give the desired effects. Social workers in particular should have wide knowledge on group dynamics so as to be able to deliver their services successfully; social work entails working in groups for the purpose of accelerating development. Group developmentprocess There have been several models that have been developed with the effort of outlined the stages involved in the formation of a group. These models propose that groups share similar developmental stages. Generally, groups are formed according to members needs; what is that the members want to achieve by forming such a group? Irrespective of the type of group formed, the following stages are characteristic of the group developmental process. Forming This is the stage where members are still unsure of whether to join a group or not; they are unsure of their feelings towards the group. At this stage, members know little about each other and hence have much to handle in terms of developing a group culture as well as defining the activities of the group (Curtis 1998, p 12; Toseland& Rivas 2005, p 88). It is at this stage that conflicts between members may be experienced due to misunderstanding of different cultural backgrounds. Additionally, members are usually assuming the different roles that they have been delegated to. Furthermore, it is a period of orientation and connenction between members (Peter n.d, p 5). The leader at this at this stage plays the role of setting the tone, establishing trust among members as well as guiding in the goals formation (Curtis 1998, p 12). Storming The individual group members at this stage have interacted with one another and have some from of self confidence since they feel that they belong. Members will be confident when expressing their ideas and opinions and this may lead to conflict in the group (Curtis 1998, p 12; Indianapolis Neighborhood Resource Centre n.d, p 29). Each individual wants to exert their influence on the group so that their importance is felt. Further, there is conflict based on different norms and values which will help in shaping the group’s culture. According to Toseland& Rivas (2005, p 88), it is at this stage that interpersonal relationships intensify and group cohesion goes a step further. It is advisable that at this stage the leader lets the more laid back members air their views whereas the loud ones listen. Norming According to Curtis (1998, p 12); Peter (n.d, p 5); University of Kentucky (n.d, p 3) , this is the stage where members get to establish and strengthen more personal relationships. It is also a time when people are focused on the achievement of the group’s goals. Additionally, there is the differentiation of roles and everyone is involved in the development of feedback as well as assessment of the accomplishments of the group so far (Toseland& Rivas 2005, p 88). The group leader does not have many responsibilities since the members are quite aware of their responsibilities and conflicts are minimal. Performing This is the last stage of group process which some authors describe as the completion and evaluation stage. According to Curtis (1998, p 12; Indianapolis Neighborhood Resource Centre n.d, p29), this is the stage when the members of a group work harmoniously together. This is a stage of maturity where the group can work towards achievement of goals as well as maintain harmonious relationships between members (Peter n.d, p 5). Moreover, the fruits of the group’s efforts can be seen and the members can celebrate (Toseland& Rivas 2005, p 88). The group can be terminated at this stage if all its goals have been achieved and members feel that the group has no other goals. However, Curtis (1998, p 13) advises that this stage is succeeded by transference whereby members practice what they have learned from the group in their regular lives. The leader debriefs the members on the entire group’s activities as well as achievements. Group Dynamics As aforementioned, group dynamics are the forces resulting from the interactions of people in a group. These forces can either be helpful or harmful. For groups to be successful every member should actively play their part in ensuring that helpful group dynamics are generated. Toseland& Rivas (2005, p 65) have listed several strategies that can be adopted so as to promote the development of helpful group dynamics. Firstly, as a leader, one is supposed to be always on the look out so as to note down any forces resulting from interaction. This will ensure that any negative force is identified and dealt with before it causes any further damage in the group process. Conversely, any positive force identified is used as a tool for facilitating the fulfillment of both personal and group needs. Secondly, it is important for a group leader to do continuous assessment on the effects of group dynamics on every member of a group as well as on the group as a whole. The third strategy according to Toseland&Rivas (2005, p 65) is viewing the effects of group dynamics from all perspectives ranging from different racial, ethnic and social backgrounds. As a result, the group leader will be able to understand the different views of group members based on their cultural backgrounds and hence harmonize for the benefit of all. Moreover, a group leader should at all times ensure the development of group forces that satisfy the needs of individuals and those of the group as a whole. This can be done through constant facilitation and guidance. Finally, it is also important that any group leader assesses the impacts of existing group dynamics on the sustainability of the group; will the current group dynamics affect the future functioning of the group positively or negatively? In group work practice, according to Toseland& Rivas (2005, p 65), there are four essential dimensions that shape group dynamics. These dimensions include communication and interaction patterns, cohesion, social integration and influence andgroup culture. Communication and interaction patterns Whenever people come together in groups, they have to communicate so as to pass on messages as well as receive information. Communication can either be verbal or nonverbal or even written. Verbal communication can be done on a face-to-face basis or over the telephone whereas nonverbal communication can be written down or done using signs. Nonverbal communication can also be expressed using body language. It is through communication that people send messages which are then received and interpreted by the recipients who then give a feedback. Furthermore, communication between people facilitates connection and cooperation that lead to the formation of social networks. Communications play an important role in generating group dynamics in that messages passed across can either cause conflict or build cooperation. Conflicts arise when information passed across is distorted and misinterpreted by members. Therefore, it is important that a group leader ensures that there is proper communication among members. It is also advisable that group members are coached on communication skills so as to improve their communication patterns. Good communication, on the other hand, facilitates cooperation and understanding between members. This will then promote the fulfillment of individual socio-emotional needs as well as facilitate the achievement of the goals of the group. When there is good communication amongst group members, then every member, even those from the minority groups, will contribute their views comfortably(Toseland& Rivas 2005, p 69). This will then promote cohesion and teamwork which will ensure sustainability of all group activities. Interaction patterns that develop in a group also affect group dynamics. According to Carletta, Garrod& Fraser-Krauss (1998) as discussed in Toseland& Rivas (2005, p 70), group leaders should strive to promote group centered interaction patterns as opposed to leader centered interaction patterns so as to promote “social interaction, group morale, commitment of members towards group goals as well as innovation and creativity”. Therefore, it is advisable for leaders to faciliatet the adoption of communication and interaction patterns that not only promote the fulfillment of individual needs but ensure the achievement of group goals. Cohesion According to Festinger (1950) in Toseland& Rivas (2005, p 75), “group cohesion is the outcome of all forces that make members to remain in a group”. Forces that attract members to a certain group may be the need to socialize and to belong as well as the need for security. Additionally, opportunities presented in a group can attract people to join a particular group.Another incentive is prestige whereby an individual joins a group because it is highly regarded in the society and hence they want to be part of such a group. The above incentives will thereby promote cohesion between members as long as their personal quests are fulfilled. Toseland& Rivas (2005, p 75) acknowledge that cohesive groups have a greater chance of satisfying their members’ individual needs while at the same time enabling the achievement of group’s goals. When members find what they werelooking for in a certain group, they will be encouraged to stay in the group and work togetherwiththe othermembers for the success of everybody and the group as a whole. However, group cohesion can have both positive and negative outcomes. On the positive side, cohesion promotes self confidence and self esteem (Seashore 1954; Yalom 1995) as well as dedication to the group’s goals (Dion, Miller &Magnan 1970 in Toseland& Rivas (2005, p 76)). It also ensures that the group lasts for long since the members have a sense of belonging. Conversely, cohesion can have negative effects such as too much dependence on the group such that an individual member can not think as an individual. This will in turn lead to the sacrificing of individuality which leaves personal needs unattended (Toseland& Rivas 2005, p 77). When promoting group cohesion, it advisable for the leader to promote open interaction; encourage healthy competition between members; ensure fulfillment of personal needs of each member; and maintain the prestige of the group (Toseland& Rivas 2005, pp 77-78). Social integration and influence Social integration according to Toseland& Rivas (2005, p 78), is the incorporation of members in a group; how they fit together and accept each other. Social integration ensures that groups function properly due to the presence of cohesion. There are factors that affect social integration and include “norms, roles and status hierarchies” (Toseland& Rivas 2005, p 78). These factors determine how members relate with one another in a group. For example, if a group has established norms that re oppressive to most members, there will be friction and conflict among members which lead to the break up of the group. Group norms should therefore be fair to every member so that cohesion and cooperation is promoted in the system. Moreover, members should be aware of their positions in the group so that they can feel comfortable as well as respect one another. It is the responsibility of the group leader to ensure that norms, roles and social dynamics are well balanced so as to promote group cohesion while at the same time addressing the individual members’ needs and those of the group as a whole. For example, norms should be binding across the whole group. Therefore, these factors should only exist as social controls forensuring that every member feels comfortable in the group and not forgetting both the individual and group goals. Group culture This refers to the “values, beliefs, customs and traditions that are held in common by group members” (Olmsted 1959 in Toseland& Rivas 2005, p 83). The different cultural backgrounds of group members can be harmonized so as to come up with a uniting group culture. For this to happen, members should take time in learning one another’s cultural aspects so as to understand them and use them in strengthening their team. For instance, if a group is comprised of most members who display the values of humility and modesty, it is most likely that a group culture of modesty and humility will be developed. On the hand, if a group has a majority of its members from individualistic and competitive backgrounds, then a group culture of individualism and competition will be generated. The culture of a group can also be affected by the environment under which the group operates. If a group operates in a formal environment, it may develop a culture of strict policies and practices. The degree at which the environment is going to affect a group’s culture is determined by the level of interaction between the group and the environment ((Toseland& Rivas 2005, p 84). In order to promote a group culture where every member feels comfortable, it is advisable that the group leaders guides the members in doing away with stereotypes that cause divisions in the group.The leader should act as a mediator in any values conflict between members and the society at large as well as between members. Group culture is dynamic as it changes as new values and norms are being adopted in the group. Conclusion Groups are social systems comprising of people who interact for different reasons. In the formation of a group there are four stages namely: forming; storming; norming; and performing. In the forming stage, members are still unsure of their roles as well as intentions to join the group whereas in the storming stage they are more confident and express their views which may result in conflict. The third stage involves norming whereby the group is trying to develop a group culture as well as striving to create group cohesion. The final stage is the stage of action where the group’s efforts bear fruit. In order to understand group dynamics, it is advisable for leaders to have an understanding of the four dimensions of communication and interaction patterns; group cohesion; social integration and influence; and group culture. All these factors are essential in the group process since they aid in the development of the group practices as well as the achievement of both individual and group goals. References Ann-Marie, N & Joyce, S 2009, Group dynamics and team building, 2ndedn, World Federation of Hemophilia, Montreal. Curtis, R 1998, Outdoor action leadership & group dynamics workshop: Group dynamics, Princeton university. Indianapolis Neighborhood Resource Center n.d, Leadership and group dynamics: Organizers’ workbook, viewed 16 March 2012, www.inrc.org/Assets/docs/.../4_leadership.pdf - Lang, C 2005, Group dynamics at the heart of leadership skills, Progress- U Limited. Peter, L. Vn.d, Group dynamics and leadership, viewed 16 March 2012, http://www.cappe.org/ed_mod/v.%20GROUP%20DYNAMICS%5B1%5D.pdf Toseland, R.W & Rivas, R. F 2005,An introduction to group work practice, 5/e,Allyn& Bacon, Boston. Understanding group dynamics and systems n.d, viewed 16 March 2012, http://www.sagepub.com/upm-data/27380_Chapter3.pdf University of Kentucky n.d, Group dynamics, viewed 16 March 2012, www.uky.edu/studentactivities/leadership Working: Dynamics and leadership 2008, viewed 16 March 2012, lyceumbooks.com/pdf/AEAGW-Chapter_04.pdf Read More