Social Control Through Groups; Group
Effectiveness
Falkné dr. Bánó Klára
BGF Külkereskedelmi Főiskolai Kar
[email protected]
[email protected]
Definition of Social Norms
Social norms are the expected modes of
behaviour and beliefs that are established either
formally or informally by the group. …Norms
guide behaviour and facilitate interaction by
specifying the kinds of reactions expected or
acceptable in a particular situation.
What are group norms?
Formal and Informal norms
Conformity to group norms – The Asch
experiment
18 trials - 25 % did not give in
30% went with the majority
45% in between
Group Norms
Accepting group norms often goes through
2 stages:
• Compliance
• Internalisation
Group norms: Phases of Control
•
•
•
•
•
Initial tolerance
Attempts to correct
Verbal aggression
Physical aggression
Rejection
Factors determining conformity to group norms:
Brainstorming
Factors affecting group productivity and
satisfaction - Kretch, Crutchfield and Ballachey’s model
Determinants of group effectiveness - Handy’s model
Groups: Factors effecting cohesiveness and
performance (Mullins)
• Membership - size
- compatibility
- permanence
• Work environment – nature of task
- physical setting
- communications
- technology
Groups: Factors effecting cohesiveness and
performance (Mullins)
• Organisational – management and leadership
- success
- external threat
• Group development/maturity – forming
- storming
- norming
- performing
Characteristics of Effective Groups (Douglas
McGregor, The Human Side of Enterprise)
•
An informal, relaxed atmosphere which shows that members are
involved and interested.
•
Full participation by all members in the discussion which remains
focused on the task.
•
Acceptance by all of the group objective.
•
Members listen to each other and are not afraid to make creative
suggestions.
•
Disagreements are not swept under the carpet but fully discussed
and either resolved or lived with.
•
Most decisions are reached by consensus.
Characteristics of Effective Groups
• Criticism is frank and frequent without degenerating into personal
attacks.
• People are free to express their feelings about both the task and the
group’s mode of operation in achieving that task.
• Actions are clearly assigned to group members and are carried out by
them.
•
Leadership within the group shifts from time to time and tends to be
based on expert knowledge rather than formal status or position.
• The group is self-conscious about its own operation and regularly reviews
the way it goes about its business.
Group decision making can be costly and time
consuming but has a number of advantages:
• Groups can bring together a range of complementary
knowledge and expertise.
• Interaction among members can have a ‘snowball’
effect and provoke further thoughts in the minds of
others.
• Group discussion leads to the evaluation and correction
of possible decisions.
• Provided full participation has been facilitated,
decisions will have the acceptance of most members
and they are more likely to be committed to the
decisions made and their implementation. (Mullins)
Jay Hall’s group decision instructions:
CONSENSUS is a decision process for making full use of
available resources and for resolving conflicts creatively.
How can we reach consensus?
• Avoid arguing for your own rankings. Present your
position logically but listen to other members’
reactions.
• Do not assume that someone must win and someone
must lose when discussion reaches a stalemate. Instead,
look for the next most acceptable alternative for all
parties.
Jay Hall’s group decision instructions:
How can we reach consensus?
• Do not change your mind simply to avoid conflict.
When agreement comes too quickly and easily, be
suspicious.
• Avoid conflict reducing techniques such as majority
voting, averages, coin-flips and bargaining. (-If someone
finally agrees, no reward on some other point)
• Differences of opinion are natural and expected.
Disagreements can help the group’s decision.
Try to involve everyone in the decision process.
Dangers involved in group decision making
Groupthink (based on Irving L. Janis, Victims of Groupthink)
Dangers involved in group decision making