GROUP BEHAVIOR &

PROCESSES
COVERAGE
Nature of Groups & High Performance teams-Types
of Groups-Foundations of Group effectiveness &
Group Dynamics-Stages of Group Development:
The Five Stage Model, The Punctuated Equilibrium
Model
Group Structure: Formal Leadership, Role, Norms,
Status, Size, Composition
Factors affecting decision making
Conflict management approaches
DEFINITION OF GROUP

TWO OR MORE INDIVIDUALS , INTERACTING AND
INTERDEPENDENT, WHO HAVE COME TOGETHER
TO ACHIEVE A PARTICULAR GOAL/OBJECTIVE.
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DEFINITION OF TEAM

TWO OR MORE INDIVIDUALS
INTERDEPENDENT WHO HAVE BEEN
SELECTED TO ACHIEVE A PARTICULAR
TASK/TARGET
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WHAT IS A GROUP
THERE IS A MOTIVATION FOR MEMBERS TO JOIN
PERCEIVE THE GROUP AS A UNIFIED UNIT OF
INTERACTING PEOPLE
CONTRIBUTE IN VARIOUS AMOUNTS TO THE GROUP
PROCESSES
REACH AGREEMENTS AND HAVE DISAGREEMENTS
THROUGH VARIOUS FORMS OF INTERACTION
EACH INFLUENCES OR IS INFLUENCED BY EACH OTHER
SIZE???
WHAT IS A TEAM
THERE IS A SELECTION OF MEMBERS
PERCEIVE THE TEAM AS A UNIFIED UNIT OF
INTERDEPENDENT PEOPLE
CONTRIBUTE AS PER DEFINED ROLES TO THE TEAM
PERFORMANCE
POSTPONE DISAGREEMENTS IN THE NAME OF
TEAMSPIRIT
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WHAT IS A TEAM
SPECIAL KIND OF GROUP-PROBLEM SOLVING,
SPORTS OR EVENT MANAGEMENT, R& D OR
SELF MANAGED
EFFECTIVENESS OF TEAM DEPENDS ON:
1. TRAINING
2. WILLINGNESS TO SHARE INFORMATION
3. AUTHORITY GIVEN
4. REWARD ALLOCATION
PLANNED
Deliberately formed by members or by
specific authority
For a specific purpose
CONCOCTED
Planned by individuals or authority
outside the group

Production lines,Military units
Task force,Crew,Sports team
FOUNDED
Planned by one or more individuals who
remain within the group
Study groups small
businesses,Expeditions
Clubs,associations
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BASIC TYPES OF GROUPS & ITS CHARACTERISTICS
EMERGENT Form spontaneously on account of
continuous interaction over time & settings
CIRCUMSTANTIAL Emergent
Unplanned that arise when external,
situational forces set the stage for people to
join together
Often only temporary
Queues. Audience,
bystanders
SELF ORGANISING Emerge when interacting individuals
gradually align their activities in a cooperative
system of interdependence
Study Groups,
friendship cliques,
patrons in a bar
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BASIC TYPES OF GROUPS & ITS CHARACTERISTICS
TYPES OF TEAMS
TYPE
DIFFERE
NTIATIO
N
INTEGRA
TION
WORK CYCLE TYPICAL OUTPUTS
ADVICE/
INVOLVEMENT
LOW LOW VARIABLE: either brief
or long
Decisions, Selections,
Suggestions,
Recommendations
PRODUCTION/
SERVICE
LOW HIGH REPEATED OR
CONTINUOS PROCESS
Manufacturing,
Processing, retail
sales, customer
services, repairs
PROJECT/
DEVELOPMENT
HIGH LOW VARIABLE: often one
time cycle is teams life
span
Plans, designs,
investigations, reports,
ACTION/
NEGOTIATION
HIGH HIGH BRIEF PERF EVENTS,
often repeated under
new conditions
Competitions,
matches,expeditions,c
oncerns, missions,
surgical operations
Benne & Sheats GROUP ROLES
Group Task Roles Group Building-
Maintenance Roles
Self centred Roles
Initiator
Contributor
Information Giver
Information seeker
Elaborator
Coordinator
Orientor
Evaluator
Energiser
Procedural technician
Recorder/Summariser
Encourager
Harmoniser
Compromiser
Gate keeper
Standard Setter
Group Observer
Follower
Aggressor
Blocker
Recognition Seeker
Self confessor
Playboy
Dominator
Help Seeker
Special Interest
pleader
BELBINs TEAM ROLES
SHAPER- pushes group towards decision and action
PLANT-gives insights into courses of action
MONITOR-EVALUATOR
IMPLEMENTOR
TEAM WORKER
COORDINATOR
COMPLETOR-FINISHER
RESOURCE INVESTIGATOR
SPECIALIST
WORK GROUPS & TEAM
whats the difference
Wg strong focused leader
Wg-individual accountability
wg-org goals -team has
specific purpose
Wg-individual work
effectiveness measurement

Team shared leadership
Team has individual &
mutual accountability
Products-team collective
work products

DELEGATION

Functions of Groups
Belongingness (introversion/extroversion)
Intimacy (friendly/unfriendly)
Generativity (conscientious/undirected)
Stability (neuroticism or stability)
Adaptability (Openness or intelligence)
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WHY GROUPS GET FORMED
Group formation in organizations has been analyzed on the basis of need
theories, which are classified as:
Internal sources of need satisfaction- interpersonal attraction, group
activities, group goals, social identification, and social affiliation. External
sources of need satisfaction- pursuit of goals outside the group- could even
be counter-productive to the team as well.
Abraham Maslow's (1962) famous hierarchy of needs includes ones that are
relevant to social living- sense of belongingness and self-esteem emanate
from this. Level 3& 4 needs emerge from the socialisation perspective

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INTERGROUP BEHAVIOR
IS THE INTERACTIONS AMONG GROUPS OF
PEOPLE IN ORGANISATIONS AND DEPENDS ON
- IMPORTANCE OF ISSUES TO GROUPS
- COMPATIBILITY OF GROUP GOALS
GROUP COMPATIBILITY -EXTENT TO WHICH
GOALS OF MORE THAN ONE GROUP CAN BE
ACHIEVED AT THE SAME TIME
THEORIES OF GROUP FORMATION
PROPINQUITY- AFFILIATION BECAUSE OF SPATIAL
OR GEOGRAPHICAL PROXIMITY
GEORGE HOMANS THEORY BASED ON
INTERACTIONS
BALANCE THEORY-SYMMETRICAL BALANCE
BETWEEN THE ATTRACTION & COMMON
ATTITUDES
EXCHANGE THEORY- BASED ON REWARD -COST
OUTCOMES OF INTERACTIONS

GEORGE HOMANS THEORY OF GROUP FORMATION
BASED ON ACTIVITIES
BASED ON INTERACTION
BASED ON SENTIMENTS

THEREFORE THE MAJOR ELEMENT IN THE
THEORY IS INTERACTION-PARTICIPATION
NEWCOMB THEORY-BALANCE THEORY
INDIVIDUAL X INDIVIDUAL Y
TEAM
COMMON ATTITUDES & VALUES
EXCHANGE THEORY
A MINIMUM POSITIVE LEVEL (REWARDS GREATER
THAN COSTS) OF AN OUTCOME MUST EXIST IN
ORDER FOR ATTRACTION OR AFFILIATION TO
TAKE PLACE.
REWARDS FROM INTERACTIONS GRATIFY NEEDS,
WHILE COSTS INCUR ANXIETY, FRUSTRATION,
EMBARRASSMENT, OR FATIGUE.
PROPINQUITY, INTERACTION & COMMON
ATTITUDES ALL HAVE ROLES IN EXCHANGE
THEORY.
FORMAL WORK GROUPS-OTHER THAN ORG CHART
COMMITTEES
GROUP THINK
CROSS FUNCTIONAL GROUPS
SOCIOMETRY-SOCIAL NETWORK MAPPING
ORG NETWORK ANALYSIS
SOCIAL NETWORKS
CLUSTERS
PRESCRIBED CLUSTER
EMERGENT CLUSTERS
COALITION
CLIQUES
LIAISONS
BRIDGES
ISOLATES
BENEFITS OF INFORMAL
ORGANISATIONS
MORE EFFECTIVE TOTAL SYSTEM
LIGHTENS WORK LOAD
FIILLS COMPETENCY GAPS
PROVIDES SAFETY VALVE FOR EMPLOYEE
EMOTIONS
IMPROVES COMMUNICATION

STAGES OF GROUP FORMATION
FORMING-uncertainty, confusion, not sure about purpose, structure,
task & leadership-PROCESS OF GROUP DEVELOPMENT
STORMING-characterised by conflict, confrontation INTRA GROUP
NORMING- settle for cooperation with high cohesion, group identity &
camaraderie CLOSE RELATIONSHIP & COHESIVENESS
PERFORMING-accomplishment of task FUNCTIONAL PROCESS
ADJOURNING WRAPPING UP

STAGES OF GROUP DEVELOPMENT-
PROCESS
MUTUAL ACCEPTANCE-CHARACTERISED BY MEMBERS
SHARING INFORMATION ABOUT THEMSELVES & GETTING
TO KNOW EACH OTHER
COMMUNICATION & DECISION MAKING DISCUSS
FEELINGS MORE OPENLY & AGREE ON GROUP GOALS AND
INDIVIDUAL ROLES IN THE GROUP
MOTIVATION & PRODUCTIVITY-COOPERATE & WORK
TOWARD TASK ACCOMPLISHMENT
CONTROL & ORGANISATION-MEMBERS FLEXIBLE,
ADAPTIVE & SELF CORRECTIVE
Stages of Group Formation
An Alternative Model: For Temporary Groups with
Deadlines
Sequence of actions:
1. Setting group direction
2. First phase of inertia
3. Half-way point transition
4. Major changes
5. Second phase of inertia
6. Accelerated activity
TEMPORARY GROUPS WITH DEADLINES
FOLLOW A PATTERN CALLED PUNCTUATED
EQUILIBRIUM MODEL.
1. 1
ST
MEETING SETS GROUPS DIRECTION.
2. FIRST PHASE ONE OF INERTIA.
3. TRANSITION TAKES PLACE WHEN GROUP HAS USED UP HALF OF
ALLOTTED TIME.
4. TRANSITION INITIATES MAJOR CHANGES.
5. SECOND PHASE OF INERTIA FOLLOWS TRANSITION.
6. LAST MEETING MARKED BY ACCELERATED ACTIVITY.
The Punctuated-Equilibrium Model
Group Behavior Model
ORGANIZATIONAL GAINS OF TEAM DYNAMICS
SYNERGY TO ORGANISATIONS
PARTICIPATIVE
COHESIVENESS

EFFECTS OF THE DYNAMICS BASED ON INTERNAL
NATURE OF GROUPS-HOW THEY FORM, STRUCTURE &
PROCESS, HOW THEY FUNCTION AND AFFECT INDIVIDUAL
MEMBERS
IMPACT OF GROUP ON ORGANISATIONAL
EFFECTIVENESS
ACCOMPLISHING TASKS THAT WOULD NOT BE DONE BY EMPLOYESS
THEMSELVES
BRINGING A NUMBER OF SKILLS AND TALENTS TO BEAR ON COMPLEX
DIFFICULT TASK
PROVIDING A VEHICLE FOR DECISION MAKING THAT ALLOWS
CONFLICTING -DIVERSE VIEWS
PROVIDING EFFICIENT MEANS FOR ORGANISATIONAL CONTROL OF
EMPLOYEE BEHAVIOR
FACILITATING CHANGES IN ORGANISATIONAL POLICIES & PROCEDURE
INCREASINGORG STABILITY BY TRANSMITTING SHARED BELIEFS AND
VALUES TO THE EMPLOYEES

IMPACT OF GROUP ON INDIVIDUAL EMPLOYEE
EFFECTIVENESS
AIDING IN LEARNING ABOUT THE ORGANISATION & ITS
ENVIRONMENT
AIDING IN LEARNING ABOUT ONES SELF
PROVIDING HELP IN GAINING NEW SKILLS
OBTAINING VALUED REWARD THAT ARE NOT POSSIBLE BY
ONES SELF
SATISFYING IMPORTANT PERSONAL NEEDS FOR SOCIAL
ACCEPTANCE AND AFFILIATION

PERFORMANCE FACTORS
GROUP
GROUP COMPOSITION-DEGREE OF
SIMILARITY OR DIFFERENCE OF
MEMBERS ON FACTORS
IMPORTANT TO THE GROUP WORK
SIZE-NUMBER OF
PERSONS/RESOURCES
DEGREE OF COHESIVENESS &
INDUCTION
GROUP STRUCTURE-NORMS-
STANDARDS OF APPROPRIATE
BEHAVIOR-
TEAM
TEAM COMPETENCY
CLARITY OF ROLES
TRAINING
TEAM SPIRIT

GROUP PERFORMANCE FACTORS-
COMPOSITION
GROUP MEMBER RESOURCE-
KNOWLEDGE, SKILLS & APTITUDE
PERSONALITY CHARACTERISTICS
HETEROGENEOUS GROUPS WITH DIVERSE ABILITIES & INFORMATION
WOULD BE MORE EFFECTIVE ESPECIALLY IN COGNITIVE, CREATIVITY-
DEMANDING TASKS
DIVERSITY PROMOTES CONFLICT, WHICH STIMULATES CTREATIVITY
WHIOCH IN TURN LEADS TO IMPROVED DECISION MAKING
GROUP DEMOGRAPHY
COHORTS


Group Structure - Composition
Group Structure - Size
Group Size
Performance
Other conclusions:
Odd number groups do
better than even.
Groups of 7 or 9 perform
better overall than larger
or smaller groups.
Group Structure - Cohesiveness
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission difficultly.
5. Stimulate competition with other groups.
6. Give rewards to the group, not individuals.
7. Physically isolate the group.
Group Structure - Norms
Classes of Norms:
Performance norms
Appearance norms
Social arrangement norms
Allocation of resources
norms
NORMS
CLASSIFICATION:PERFORMANCE, APPEARANCE,SOCIAL
ARRANGEMENT
CONFORMITY IN ACCORDANCE WITH REFERENCE
GROUPS
STATUS EQUITY & CULTURE
Group Structure - Norms (contd)
Group Structure - Norms (contd)
Typology of Deviant Workplace Behavior
RELATIONSHIP BETWEEN
Group Cohesiveness, Performance Norms, and
Productivity
Group Structure - Roles
Roles defined by Formal Leadership in Groups
Leadership that is imposed on the group by the organization.
Leaders who derive their power from the positions they
occupy in the organizational structure.
Formal leaders may or may not also be the informal leaders
of the groups in which they function.

In Teams Team Roles are clearly defined and specific
based on job competency
Group Structure - Roles (contd)
Group Structure - Roles (contd)
Group Structure - Status
Group Norms
Status Equity
Culture
Group Member
Status
Group Processes
Effects of Group Processes
+

=
Evaluating Group Effectiveness
Group Tasks
Decision-making
Large groups facilitate the pooling of information
about complex tasks.
Smaller groups are better suited to coordinating and
facilitating the implementation of complex tasks.
Simple, routine standardized tasks reduce the
requirement that group processes be effective in
order for the group to perform well.
Group Decision Making
Strengths
More complete
information
Increased diversity of
views
Higher quality of
decisions
Increased acceptance
of solutions
Weaknesses
More time consuming
Increased pressure to
conform
Domination by one or
a few members
Ambiguous
responsibility
Group Decision Making (contd)
Group Decision-Making Techniques
HOW TO USE TEAMS TO ENHANCE
PERFORMANCE & SATISFACTION
ORGANISING WORK AROUND INTACT GROUPS
HAVING TEAMS CHARGED WITH SELECTION, TRAINING
AND REWARDING OIF MEMBERS
USING GROUPS TO ENFORCE STRONG NORMS OF
BEHAVIOR
DISTRIBUTING RESOURCES TO TEAM RATHER THAN
INDIVIDUALS
PROMOTING COMPETITION
FIVE TYPES OF GROUP INTERACTIONS
Avoidance-incompatible goals & interaction relatively
unimportant to the attainment of group goals
Accommodation-group goals are compatible but interaction is
comparatively unimportant to their attainment
Competition-goals of interacting groups incompatible &
interactions are important to attainment of each group s goals
Collaboration-interaction is very important to the groups goal
attainment & the goals of the group are compatible
Compromise-interaction is moderately important to the
attainment of each groups goals and the goals are neither
completely compatible nor completely incompatible

FACTORS THAT INFLUENCE
INTERGROUP BEHAVIOR
LOCATION
RESOURCES
TIME & GOAL INTERDEPENDENCE
TASK UNCERTAINTY
TASK INTERDEPENDENCE
STRATEGIES FOR MANAGING INTER
GROUP BEHAVIOR
LOCATION BASED STRATEGIES
RESOURCE BASED STRATEGIES
GOAL BASED STRATEGIES
ORGANISATION BASED STRATEGIES
GROUP CENTERED VS TEAM CENTRED
MANAGERS
OVERRIDING CONCERN TO MEET
CURRENT GOALS INHIBITS
ALTERNATE METHODS OF
ACCOMPLISHMENTS THROUGH
REORGANISING.
REACTIVE TO TOP MANGT
INVOLVE MEMBERS IN PLANNING
TO A LIMITED EXTENT.
RESENT OR DISTRUST
EMPLOYEES WHO KNOW THEIR
JOBS BETTER THAN THE
MANAGER.
CURRENT GOALS TAKEN IN
STRIDE.CAN BE A VISIONARY ABOUT
WHAT THE PEOPLE CAN ACHIEVE AS A
TEAM.CAN SHARE VISION & ACT
ACCORDINGLY.
PROACTIVE IN
RELATIONSHIPS.EXHIBITS PERSONAL
STYLE.STIMULATE EXCITEMENT &
ACTION.INSPIRES TEAMWORK AND
MUTUAL SUPPORT.
INVOLVE MEMBERS & INVOKE
COMMITMENT.
FACILITATES EMPLOYEES
GROUP CENTERED VS TEAM CENTRED
MANAGERS
SEES GROUP PROBLEM SOLVING AS
A WASTE OF TIME,OR AN
ABDICATION OF MANAGERIAL
RESPONSIBILITY.
CONTROLS INFO & COMMUNICATES
ONLY WHAT THEY NEED TO KNOW.
IGNORES CONFLICT BET STAFF
MEMBERS /OTHERS
SOMETIMES SLOW TO RECOGNISE
INDIVIDUAL OR GROUP
ACHIEVEMENTS
SOMETIMES MODIFIES GROUP
AGREEMENTS TO SUIT PERSONAL
CONVENIENCE.


CONSIDERS PROBLEM
SOLVING THE RESPONSIBILITY
OF TEAM MEMBERS.
COMMUNICATES FULLY AND
OPENLY ALLOWS INFO
FILTERING & OPEN TO
FEEDBACK.
MEDIATES CONFLICT BEFORE
IT BECOMES DESTRUCTIVE.
MAKES EFFORT TO SEE BOTH
IND & TEAM
ACCOMPLISHMENTS.
KEEPS COMMITMENTS &
EXPECTS SAME IN RETURN.


LEADERSHIP & MANAGEMENT
CREATES &
COMMUNICATES
VISION
DEVELOPS POWER
BASE
INITIATES & LEADS
CHANGE
SETS OBJECTIVES
CONTROLS
IS APPOINTED
MAINTAINS STATUS
QUO
CONCENTRATES ON
RESULTS

TEAM LEADER vs TEAM
MANAGER
OPERATES WITHIN
TEAM
ENSURES THAT TEAM
WORKS WITH CLARITY
& DIRECTION

WORKS OUTSIDE THE
TEAM AND FACILITAES
TEAMS OPERATIONS
BY MAKING
RESOURCES
AVAILABLE AND
SETTING TARGETS
GROUP DYNAMICS & TEAM BUILDING
REALISTIC, ACHIEVABLE GOALS CAN BE ESTABLISHED FOR THE TEAM AND
INDIVIDUAL MEMBERS BECAUSE THOSE RESPONSIBLE FOR DOING THE
WORK CONTRIBUTE TO THEIR CONSTRUCTION.
EMPLOYEES & LEADERS COMMIT TO SUPPORT EACH OTHER TO MAKE TEAM
SUCCESSFUL.
TEAM MEMBERS UNDERSTAND ONE ANOTHERS PRIORITIES AND HELP OR
SUPPORT WHEN DIFFICULTIES ARISE.
COMMUNICATION IS OPEN. THE DISCUSSIONOF NEW IDEAS , IMPROVED
WORK PRACTICES & METHODS , ARTICULATION OF PROBLEMS AND
CONCERNS IS ENCOURAGED.
PROBLEM SOLVING IS MORE EFFECTIVE BECAUSE THE EXPERTISE OF TEAM
IS AVAILALE.
PERF FEEDBACK MORE MEANINGFUL BECAUSE TEAM MEMBERS
UNDERSTAND WHAT IS EXPECTED AND CAN MONITOR THEIR PERFORMANCE
AGAINST EXPECTATIONS.
GROUP DYNAMICS & TEAM BUILDING
CONFLICT IS UNDERSTOOD AS NORMAL AND VIEWED AS AN OPPORTUNITY TO SOLVE
PROBLEMS. THROUGH OPEN DISCUSSIONS IT CAN BE RESOLVED BEFORE IT
BECOMES DESTRUCTIVE.
BALANCE IS MAINTAINED BETWEEN GROUP PRODUCTIVITY AND SATISFACTION OF
PERSONAL TEAM MEMBERS NEEDS.
THE TEAM IS RECOGNISED FOR OUTSTANDING RESULTS , AS ARE INDIVIDUALS FOR
THEIR PERSONAL CONTRIBUTIONS.
MEMBERS ARE ENCOURAGED TO TEST THEIR ABILITIES AND TRY OUT NEW IDEAS.
THIS BECOMES INFECTIOUS AND STIMULATES INDIVIDUALS TO BECOME STRONGER
PERFORMERS.
TEAM MEMBERS RECOGNISE IMPORTANCE OF DISCIPLINED WORK HABITS AND
CONFORM THEIR BEHAVIOR TO MEET TEAM STANDARDS.
LEARNING TO WORK EFFECTIVELY AS ATEAM IN ONE UNIT IS GOOD PREPARATION FOR
WORKING ASA TEAM WITH OTHER UNITS.
INFLUENCING POWER &
POLITICS
POWER
LEADERSS POTENTIAL INFLUENCE OVER FOLLOWERS
AS DIFFERENT FROM INFLUENCE WHICH IS A PROCESS OF
AFFECTING OTHERS ATTITUDES & BEHAVIOR IN ORDER
TO ACHIEVE AN OBJECTIVE
Power and influence
Source of influence should be thought of as powerful for
compliance to operate.
Power the ability to exert influence over others and not
be influenced oneself-Ravens sources of power.
73 BB-Group participative process
Ravens sources of power
Reward power The ability to promise rewards for being compliant
Coercive power The ability to give or to threaten punishment for
not be compliant
Informational power The belief of the person being influenced that the
person doing the influencing has more
information than themselves
Expert power The belief of the person being influenced that the
person doing the influencing has greater
expertise and knowledge than themselves
Legitimate power The belief of the person being influenced that the
person doing the influencing is authorised by a
recognised power to command and make
decisions
Referent power The person being influenced identifies with, is
attracted to or has respect for the person doing
the influencing
74 BB-Group participative process
SOURCES AND TYPES OF POWER
LEGITIMATE-Users position given by org
REWARD-users ability to influence others with something
of value to them
COERCIVE-negative reward influence for non compliance
CONNECTION-users relationship with influential people
INFORMATION-users data desired by others
EXPERT-users skill & knowledge
REFERRENT-users personal relationship with others
SOURCES AND TYPES OF POWER WITH EQUIVALENT INFLUENCING TACTICS
Legitimate Reward Coercive Connection Information Expert Referent



Legitimization Exchange Pressure Coalitions No equivalent No Equivalent Personal
Appeal
Position
Power
Personal
Power
LEADERSHIP & POWER IN GROUP
WHAT IS THE TYPE OF POWER POSSESSED BY TEAM
LEADERSHIP
HOW THAT POWER IS USED
COMPLEX RELATIONSHIP BETWEEN HOW DIFFERENT
TYPES OF POWER ARE CONSTRUED BY SUBORDINATE
POSITIONS
NOT SINGLE VARIBLE ACTING IN ISOLATION FROM
ONE ANOTHER
POWER OVER, POWER TO, POWER FROM
POWER OVER - IS ABOUT DOMINANCE, EXPLICIT OR IMPLICIT.
BASED ON AUTHORITY & INFLUENCING POWER DERIVED FROM IT.
NOT USEFUL FOR TEAM LEADERSHIP
POWER TO- ENABLES PEOPLE TO DO THINGS & THEREBY
PROVIDES POWER TO MAKE THINGS HAPPEN-ALLOWS LEADER
TO EMPOWER. USEFUL FOR TEAM LEADERSHIP TO FOSTER
IDENTIFICATION WITH TEAM GOALS & DEVELOP COHESION
POWER FROM - GIVES TEAM LEADER ABILITY TO FEND OFF
UNWANTED DEMANDS & TO RESIST INTERFERENCE FROM OTHER
MEMBERS-ENABLES FOCUS ON TEAM GOALS
DEFINITION OF CONFLICT
Chaotic, negative, harmful, disagreement?
PROCESS in which
Perception of one party being negatively affected
On an issue of importance to the perceiver
Disagreement, discord or friction that occurs when the
actions or beliefs of one or more members is
unacceptable or resisted.
Views on Conflict
TRADITIONAL-seen as dysfunctional outcome resulting from
poor communication, lack of openness & trust between people,
failure of managers to be responsive to needs & aspirations of
employees.
HUMANISTIC- As natural & inevitable outcome in any group.
INTERACTIONISTIC-a positive force that is necessary for a
group effectiveness-keeps it viable, self critical & creative.

Functional vs Dysfunctional Conflict
FUNCTIONAL WHEN CONFLICT SUPPORTS GOALS OF
GROUP & IMPROVES ITS PERFORMANCE
DYSFUNCTIONAL WHEN HINDERS GROUP
PERFORMANCE & CAN BE OF THREE TYPES

TASK CONFLICT- OVER CONTENT & GOALS OF
WORK
RELATIONSHIP CONFLICT
PROCESS CONFLICT -OVER HOW WORK GETS DONE


Inter & Intra Group Conflict
IDENTIFY Inter Intra Group Conflict
Inter involves two or more groups
Intra occurs within the group
Sources of Conflict
Winning & Competition-verbal confrontation and personality conflicts
Mixed Motive situations-compete & cooperate at the same time
Negative reciprocity encourages competition
Competitive social orientation*
Group Life encourages social dilemmas that may encourage self interest by
way of maximising benefits and minimising costs
Self interest subgroups
Controlling: Conflict over Power
Procedural; Conflict over choices and decisions
Personal Conflict: likes and dislikes

CONFLICT PROCESS



FIVE STAGES
I. POTENTIAL OPPOSITION OR INCOMPATIBILITY
II COGNITION & PERSONALIZATION
III INTENTION
IV BEHAVIOR
V OUTCOMES

PROCESS-Stage I Incompatibility
Conditions.
Dysfunctional Communication.
Structure in terms of size, degree of specialization,
role clarity & centralization of authority, leadership
style, degree of dependence between groups.
Personal variables.
This stage indicates presence of conditions that create
opportunities for conflict to arise.





PROCESS Stage II Perception & Awareness

PERCEIVED CONFLICT awareness by 1 or more parties of the
existence of conditions that create opportunities for conflict to
arise. Not personalized.
FELT CONFLICT-getting emotionally involved in a conflict
creating anxiety, frustration or hostility.

This is the stage where conflict issues get defined & parties decide
what the conflict is all about. It also brings forth the emotional
linkages to the issue.
PROCESS Stage III Intentions
Conflict Handling Intentions.
COMPETING Desire to satisfy ones interest Regardless
of impact of other party to the conflict.
COLLABORATING Desire to satisfy fully concerns of all
parties.
AVOIDING Desire to withdraw or suppress a conflict.
ACCOMODATING willingness to place opponents
interests above own.
COMPROMISING Willingness to give up something.
DIMENSIONS OF CONFLICT HANDLING INTENTIONS
ASSERTIVE

UNASSERTIVE
UNCOOPERATIVE
COOPERATIVE
COMPROMISI
NG
COMPETI
NG
AVOIDING
ACCOMODATIN
G
COLLABORATI
NG
PROCESS Stage IV
Behavior
VISIBLE, OVERT ATTEMPTS TO IMPLEMENT ONES
INTENTIONS. DYNAMIC PROCESS OF INTERACTION
ANNIHILATORY
CONFLICT
NO CONFLICT
OVERT EFFORTS TO DESTROY THE OTHER PARTY
AGGRESSIVE PHYSICAL ATTACKS
THREATS & ULTIMATUMS
ASSERTIVE VERBAL ATTACKS
OVERT QUESTIONING OR CHALLENGING OF OTHERS
MINOR DISAGREEMENTS OR MISUNDERSTANDINGS
CONFLICT INTENSITY CONTINIUM
PROCESS Stage V Outcomes
FUNCTIONAL OUTCOMES IMPROVES QUALITY OF DECISIONS,
STIMULATES CREATIVITY & INNOVATION, ENCOURAGES INTEREST & CURIOSITY, OPEN
COMMUNICATION, TRANSPARENCY, FOSTERS ENVIRONMENT OF SELF EVALUATION &
CHANGE


DYSFUNCTIONAL OUTCOMES DISSOLVE COMMON TIES, DISCONTENT ,
DESTRUCTION OF GROUP
ANTECEDENTS CONDITIONS
COMMUNICATION
STRUCTURE
PERSONAL VARIABLES
PERCEIVED
CONFLICT
FELT
CONFLICT
CONFLICT
HANDLING
INTENTIONS
COMPETING
COLLABORATING
COMPROMISING
AVOIDING
ACCOMODATING
OVERT
CONFLICT
BEHAVIOR
REACTION
INCREASED
GROUP
PERFORMANCE
DECREASED
GROUP
PERFORMANCE
STAGE I STAGE II STAGE III STAGE IV STAGE V
POTENTIAL OPPOSITION COGNITION INTENTIONS BEHAVIOR OUTCOMES
OR INCOMPATIBILITY & PERSONALIZATION
CONFLICT MANAGEMENT
USE OF RESOLUTION AND STIMULATION
TECHNIQUES TO ACHIEVE THE DESIRED LEVEL
OF CONFLICT

CONFLICT RESOLUTION TECHNIQUES


Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command
Altering the human variable
Altering the structural
variables



Face to face open discussions
Creating shared goals
Create win-win situations
Withdraw or suppress
Playing down differences
Giving up something of value
Using formal authority
Training for attitudinal change

Changing formal structure&
interaction patterns
WHEN TO USE DIFFERENT CONFLICT RESOLUTION APPROACHES
APPROACH WHEN
DOMINATING IMPORTANT ISSUES, SURE OF BEING RIGHT,
BENEFIT OUTWEIGHS DRAWBACK OF
POSSIBLE NEGATIVE FEELINGS BY
DOMINATED GROUP
ACCOMODATING DISPUTES THAT ARE OF FAR GREATER
IMPORTANCE TO THE OTHER GROUP THAN
THEY ARE TO YOUR GROUP
PROBLEM SOLVING WHEN BOTH GROUPS ARE WILLING TO
INVEST TIME & EFFORT TO REACH A
RESOLUTION THAT MAXIMIES OUTCOME
AVOIDING TEMPORARY EXPEDIENT TO BUY MORE TIME
COMPROMISING MIDDLE GROUND BACK UP APPROACH
WHEN ALL APPROACHES FAIL TO RESOLVE
ISSUE
INTER GROUP CONFLICT
CAUSES OF INTER
GROUP CONFLICT
Interdependence
Pooled
Sequential
Reciprocal
Goal differences
Mutually exclusive
Limited resources
Diff time horizons
Perceptual differences
Status in congruency
Inaccurate perceptions
Different perspectives

Inter group
conflict
CONSEQUENCES OF
FUNCTIONAL CONFLICT
Awareness of problem
Search for solutions
Change & adaptation
Innovation

Positive movement
towards org
goals
survival of org
CONSEQUENCES OF
DYSFUNCTIONAL CONFLICT
WITHIN GRP BET GRP
Cohesiveness Distorted perception
Autocratic leadership-stereotyping
Focus on activity Dec in comm.
Emphasis on loyalty

CONFLICT
RESOLUTION
APPROACHES
Dominating
Accommodating
Problem solving
Avoiding
compromising
CONFLICT STIMULATION TECHNIQUES

COMMUNICATION

BRINGING IN OUTSIDERS

RESTRUCTURING
ORGANIZATION

APPOINTING DEVILS
ADVOCATE


Using ambiguous or threatening
messages
With values conflicting with group
Realigning work groups, altering
rules , interdependence

Designating a critic to argue
against majority positions
gd 3CR brinda
97
Negotiation
Negotiation
A process in which two or more parties exchange
goods or services and attempt to agree on the
exchange rate for them.
BATNA
The Best Alternative To a
Negotiated Agreement; the
lowest acceptable value
(outcome) to an individual
for a negotiated agreement.
Bargaining Strategies
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount of resources;
a win-lose situation.
Integrative Bargaining
Negotiation that seeks one or more settlements that
can create a win-win solution.
Distributive Versus Integrative
Bargaining
Bargaining Distributive Integrative
Characteristic Characteristic Characteristic

Available resources Fixed amount of Variable amount of
resources to be divided resources to be
divided
Primary motivations I win, you lose I win, you win
Primary interests Opposed to each other Convergent or
congruent
with each other
Focus of relationships Short term Long term
Staking Out the Bargaining Zone
The Negotiation
Process