https://padlet.com/tulika_1991/jckvzbys6rkle1v Group development and roles en-us 2021-06-04 14:44:47 UTC 2023-02-04 19:39:55 UTC hello@padlet.com tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1627060581 Tuckman's stages of group development(1965).
- He proposed that all groups go through the same five stages during their formation.]]> 2021-06-27 14:44:06 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1627060581 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1627062872 Acc. to him an ideal team contains people who are prepared to take on different roles.
1- ACTION- ORIENTED ROLES :

• Shapers- Challenge the team to improve.
• Implementers - Puts ideas into action
• Completer-finisher- Ensure thorough, timely completion

2- PEOPLE-ORIENTED ROLES :

• Coordinator- Acts as a chairperson
• Team worker- Encourages cooperation
• Resource Investigator- Explores outside opportunities

3- THOUGHT ORIENTED ROLES:

• Plant- Present new ideas and approaches
• Monitor-evaluator- Analyses the options
• Specialist- Provides specialised skills

]]> 2021-06-27 14:47:41 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1627062872 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1627067405 TUCKMAN'S 
Strength:
1- It is extremely useful in providing guidance on how groups form and in allowing organisations to see that these are part of the normal development processes.
2- His work is influential in understanding the stages that groups pass through.

Weaknesses:
1- This model was proposed as an explanation to small groups and may not be useful in understanding larger group development.
2- It does not produce a timescale for moving from one stage to another.
3- It fails to see that group formation is cyclical rather than linear.
4- It does not take into account differing team roles that members might have to adapt.]]> 2021-06-27 14:56:04 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1627067405 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1627072783 BELBIN'S
Strength:
1- He examines the type of people that are required in a group.
2- He emphasied and focused on the need for diversity within teams and the value of different characteristics and skills.

Weaknesses :
1- Practically many groups will be less than nine and members will have to take more than 1 role.
2- In many management teams there are many implementers and shapers and not enough plants and team workers.
3- Due to this plans are formulated quickly but they lack creativity.]]> 2021-06-27 15:03:56 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1627072783 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1627077570 Wedley and Field(1984);
- Emphasized on the pre-planning phase of DM process and PS.
- They suggested that if the DM process starts then it is difficult to stop and this may lead to poor decisions.
- They identified a set of problem-solving stages that is widely considered to be logical and rational.

https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/rational-decision-making-vs-other-types-of-decision-making/]]> 2021-06-27 15:12:04 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1627077570 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638911893 Groupthink is a phenomenon that occurs when a group of individuals reaches a consensus without critical reasoning or evaluation of the consequences or alternatives. Groupthink is based on a common desire not to upset the balance of a group of people.

https://www.investopedia.com/terms/g/groupthink.asp

Janis(1971) identified eight different "symptoms" that indicate groupthink :

]]> 2021-07-06 14:40:42 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638911893 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638919066 1- Leaders need give group members the opportunity to expree their own feelings.
2- Breaking them into smaller group to discuss on the idea.
3- Leader should not be assertive at the start of the discussion, so that the members are able to expree their views.
4- A member could be instructed to take the role of "devil's advocate".]]> 2021-07-06 14:46:23 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638919066 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638926517 Forsyth(2006) suggested 3 categories of potential biases that may affect group decision making :
1- SINS of COMMISSION; Misuse of information in the DM process. Use of info.which has already been shown to be inaccurate(belief perseverance).

• sunk cost bias; members remain committed to a plan beacuse some investment of time and money has been made.
• extra-evidentiary bias; using info.despite having been told to ignore it.
• hindisight bias; falsely overestimating the importance of past knowledge or experience.

]]> 2021-07-06 14:51:59 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638926517 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638939706 2- SINS OF OMISSION- overlooking key information. 

• Base rate bias; overlooking very basic relevant information.
• Funamental Attribution Error; members of a group make decisions based on inaccurate appraisals of an individuals behaviour.

III CATEGORY OF POTENTIAL BIAS
3- SINS OF IMPRECISION -relying too heavily on heuristics that over simplify complex decisions.

• Availibilty Heuristic; over reliance on the information that is most readily and easily available.
• Conjunctive bias; failing to consider relationships between events.
• Representativeness heuristics; group members rely too heavily on DM factors that may appear meaningful but are in fact misleading.

]]> 2021-07-06 15:03:34 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638939706 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638955900

Wedley and Field identified several strategies to ensure that poor decisions are avoided these included pre-planning as well as the use of computer based decision support system.

Janis exploration of group think can be applied in organizations to ensure -ve outcomes of groupthink are avoided.

Forsyth examination of cognitive limitaions and errors in group DM would be valuable information within an organization that takes decision frequently.Acknowledging and recognising the possibility of these errors will allow an organisation to take steps to reduce them.

]]> 2021-07-06 15:18:27 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638955900 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638965577 1- INTRA- GROUP CONFLICT: when people within the same group are in conflict.
2- INTER-GROUP CONFLICT: conflict between two groups within the same organisation.
3- INTER-INDIVIDUAL CONFLICT: conflict between two or more individuals within a group.

Riggio(2009) suggested that these may be divided into two broad categories. 

• Organisational factors; conflict over status or salary, or disaggrements over how to achieve a goal. Lack of resources or space.
• Interpersonal factors; personality clash between two people or two people can't work well together for some reason.  Conflict between 2 leaders of different group can create conflict very easily.

]]> 2021-07-06 15:27:43 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1638965577 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1641573817 Group think can lead to extremely poor DM. But it can have some benefits as well.

1- Working with a large no.of people often allows the groups to make decisions quickly and efficiently.

GROUP THINK OCCURS IN:
1- Similarity between group members and there is a very charismatic leader.
2- High level of stress or situations that are morally challenging.

]]> 2021-07-08 06:54:59 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1641573817 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1644097046 Pruitt&Rubin(2003)
1- Conflict will lead to change in small organisations where change can easily be implemented.
2- Resolution of conflict may lead to strengthening group unity and commitment to organisational goals or to groups.
3-  Conflict can ensure that decisions are fully considered and explored.
4- They can prevent 'risky' decision making such as groupthink and may also produce creative and innovative suggestions.
5- It can lead to healthy competitions.]]> 2021-07-10 14:36:17 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1644097046 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1644102426 1- Conflict can distract workers from their jobs, reducing overall productivity and can waste time, resources and money.
2- Goals can become distorted as people become more focussed on the conflict than on their jobs.
3- It will impact the physical and psychological health of the people involved increasing absenteeism and turnover and reducing staff satisfaction.
4- Conflicts perceived as bullying and harassment can lead to severe impact on public perception of the company.]]> 2021-07-10 14:48:37 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1644102426 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1644105092 Thomas(1976) suggested 5 strategies:
COMPETITION : Individuals may persist in conflict until someone wins and someone loses.
ACCOMODATION : One individual will need to make sacrifice  in order to reduce conflict.
COMPROMISE : Each group or individual need to make compromise and give up something.
COLLABORATION: The group has to work together to overcome conflict.
AVOIDANCE: Suppressing the conflict or withdrawing from the conflict completely. This can be effective in creating a cooling-off period.
SUPERORDINATE GOAL: A goal that both groups and individuals have to achieve.]]> 2021-07-10 14:54:54 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1644105092 tulika_1991 https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1644113946

Riggio offers a starting point in identifying that conflict may have individual or situational causes. 

Individual causes will be; differences between two individuals.

Situational causes will be; working condition, salary levels, expectations.

Positive conflict is useful to some extent and organisations need to recognise the potential positve outcomes.

Range of strategies for managing conflict is important.

Collaboration and pursuit of superordinate goal strategies can lead to better understanding of workplace and reduce discrimination.

]]> 2021-07-10 15:14:14 UTC https://padlet.com/tulika_1991/jckvzbys6rkle1v/wish/1644113946