Unit -2

GROUP DYNAMICS
INTRODUCTION
The term group dynamics contains two terms: 1. Group and 2. Dynamics.
Group is basically a collectivity of two or more persons. Dynamics comes from Greek
word meaning force.
Thus Groups Dynamics refers to the interaction of forces between group members in a
social situation.
Group Dynamics encompasses the dynamics of interaction patterns within the group, the
subtle and the non-subtle pressures exerted by group members, the manner in which decisions
are made in the group, how work gets done and how member’s needs are satisfied.
Understanding of all these will enable managers to manage groups effectively leading to
organizational effectiveness.
What is Group Dynamics?
Group dynamics deals with the attitudes and behavioral patterns of a group. Group
dynamics concern how groups are formed, what is their structure and which processes are
followed in their functioning. Thus, it is concerned with the interactions and forces operating
between groups. Group dynamics is relevant to groups of all kinds – both formal and informal.
If the AP government has set up Group of Ministers for every governance issue, the
Supreme Court of India has 27 Group of Judges committees overseeing all manner of non-
judicial work in the apex court. In an organizational setting, the term groups are a very common
and the study of groups and group dynamics is an important area of study.
What is a Group?
(Hundreds of fish swimming together are called a school. A pack of foraging baboons is a
troupe. Half dozen crows on a telephone wire is a murder. A gam is a group of whales. But what
is a collection of human beings called? A group)
A group can be defined as two or more interacting and interdependent individuals who
come together to achieve particular objectives. A group behavior can be stated as a course of
action a group takes as a family. For example: Strike.
CONCEPT OF GROUP
Group is a component to study organizational behavior. Groups found in each and every
organization whether big or small and effectively influence individual and the organizational
development. Therefore, it is very important to know what is group, how do they form and how
to they affect organizational functioning.
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Definitions
According to According to Stephen P. Robbins
A group is defined as two or more individuals, interacting and interdependent, who have
come together to achieve particular objectives.
According to David Horton Smith
A group is the largest set of two or more individuals who are jointly characterized by a
network of relevant communications, a shared sense of collective identity an one or more shared
dispositions with associated normative strength.
According to Schein
A group is any number of people which interact with one another and are psychologically
aware of one another and perceive themselves to be a group.
According to Nelson and Quick
A group is two or more people having common interests, objectives and continuing
interaction.
According to Robert Kreitner
A group has two or more freely interacting individuals who share collective norms and
goals and have a common identity.
Why Do People Join Groups?
Organisation is the collection of groups that are focused towards achieving the mutual
goal of achieving success for the company. Thus people join groups to satisfy their mutual
interests.
1. Security
Groups provide safety to the members, and protection against a common enemy. People
feel stronger, have fewer self-doubts, and are more resistant to threats when they are part of a
group.
2. Status
Inclusion in a group that is viewed as important by others provides recognition and status for
its members.
3. Self-esteem
Groups can provide people with feelings of self-worth.That is, in addition to conveying
status to those outside the group, membership can also give Increased feelings of worth to the
group members themselves.

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 4. Affiliation
Groups can fulfill social needs. People enjoy the regular interaction that comes with
group membership. For many people, these on-the-Job interactions are their primary source for
fulfilling their needs for affiliation.
5. Power
What cannot be achieved individually often becomes possible through group action.
There is power in numbers.
6. Goal Achievement
There are times when it takes more than one person to accomplish a particular task-there
is a need to pool talents, knowledge, or power in order to complete a job. In such instances,
management will rely on the use of a formal group.
7. Social Needs
Being in graphs helps satisfy people’s basic need to be with others. It helps them in
relating themselves to other people in terms of thinking, feeling and behaving.
Characteristics of a Group

Size: To form a group, it must be having at least two members. Practically, the
number of group members ranges from 15 to 20. The more the members in the
group, the more complex it is to manage.

Goals: Every group has certain goals, that are the reasons for its existence.

Norms: A group has certain rules, for interacting with the group members.

Structure: It has a structure, based on the roles and positions held by the members.

Roles: Every member of a group has certain roles and responsibilities, which are
assigned, by the group leader.

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Interaction: The interaction between the group members can occur in several ways,
i.e. face to face, telephonic, in writing or in any other manner.

Collective Identity: A group is an aggregation of individuals, which are separately
called as members, and collectively called as a group.

Features of Group
Regardless of the size or the purpose, every group has similar uniqueness:
1. 2 or more persons (if it is one person, it is not a group)
2. Formal social structure (the rules of the game are defined)
3. Common fate (they will swim together)
4. Common goals (the destiny is the same and emotionally connected)
5. Face-to-face interaction (they will talk with each other)
6. Interdependence (each one is complimentary to the other)
7. Self-definition as group members (what one is who belongs to the group)
8. Recognition by others (yes, you belong to the group).
Types of Groups
Groups can be classified on the basis of purpose, extent of structuring, process of formation, and
size of the group membership. Following are the most common type of groups:
1. Primary and Secondary groups
Primary Group
A small size group is called primary group. It is usually consisted of small
number of people. Although there is no fixed number of members, but it requires a face-
to face interaction. Thus a primary group is characterized by intimate, face-to-face
association and cooperation. All primary groups are small groups, but not all small
groups are primary groups. The peer group and family are primary groups. Primary
groups have great impact on individual behavior.
Secondary Group
A secondary group is more formal, general and remote. The members of the
secondary group may not have any interest in the problems and pleasures of others. The
continuous interaction, intimacy, face-to-face interaction, cooperation and association of
primary groups may not be found in secondary groups.
2. Membership and Reference Groups
Membership Group
A membership group is one to which an individual really belongs.

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 Reference Group
A reference group is one with which the individual identifies or to which he
would like to belong. In fact an individual may be member of several groups at a time but
he may not participate actively in all such groups. He would like to participate in that
whose norms are more attractive and gratifying. The attractiveness of the reference group
makes the norms of that group more attractive to the individual who aspires to it and its
norms will, therefore, become more influential in determining behavior. The reference
groups have been more relevance to organizational behavior.
3. Command and Task Groups
Command Group
A command group is determined by the organization chart. It is composed of the
subordinates who report directly to a given manager. Examples of such group may be
production manager and his subordinates in his department, a college principal and
teachers and so on.
Task group
Task groups, also organizationally determined, represent those working together
to complete a job task. However, a task group’s boundaries are not limited to its
immediate hierarchial superior. It can cross command relationships. For example, if a
college student is accused of a campus crime, it may require communication and
coordination among the dean of academic affairs, the deam of students, the registrar, the
director of security, and the student’s advisor. Such a formation would constitute a task
group. It should be noted that all command groups are also task groups, but because task
groups can cut across the organization, the reverse need not be true.

4. In-groups and Out-groups

In-groups
The in-group represents a clustering of individuals holding prevailing values in a
society or atleast, having a dominant place in social functioning. It an be a majority
numerically, or it may represent the power structure with its pattern of behavior
considered desirable.
Out-groups
The outgroup is the conglomerate looked up as subordinate or marginal in the
society. It is usually referred to as the minority group even though in certain instances, it
may represent a numerical majority.
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5. Formal and Informal Groups
Formal Groups
In formal groups, the behavior that one should engage in are stipulated by an
directed toward organization goals. A group is formal when it is purposely designed to
accomplish an organization objective or task. It is created via formal authority for some
defined purpose.
Informal Groups
They develop naturally among the people of organisation’s persons without any
support from the management if the organisation within which they operate. Common
goals and interest which are shared by members keep them together even in normal setup.
The common goals sought by members of an interest group may unite workers at many
different organizational levels.

GROUP BEHAVIOR
Group behavior in sociology refers to the situations where people interact in large or
small groups. The field of group dynamics deals with small groups that may reach consensus and
act in a coordinated way. Groups of a large number of people in a given area may act
simultaneously to achieve a goal that differs from what individuals would do acting alone, called
herd behavior. A large group, crowd or mob, is likely to show examples of group behavior when
people gathered in a given place and time act in a similar way for example, joining a protest or
march, participating in a fight or acting patriotically.
Special forms of large group behavior are:
Crowd "hysteria"
Spectators - When a group of people gather together on purpose to participate in an
event like theatre play, cinema movie, football match, a concert, etc.
Public - Exception to the rule that the group must occupy the same physical place.
People watching same channel on television may react in the same way, as they are occupying
the same type of place, in front of television, although they may physically be doing this all over
the world.
Group behavior differs from mass actions, which refers to people who behave similarly
on a more global scale (for example, shoppers in different shops), while group behavior refers
usually to people in one place. If the group behavior is coordinated, then it is called group action.
Swarm intelligence is a special case of group behavior where group members interact to fulfill a
specific task.

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FACTORS AFFECTING GROUP BEHAVIOR
1. Formal leadership: Almost every work group has a formal leader. The common titles of
those leaders are superior, foreman, project leader, department manager, general manager,
chainman or managing director etc. These leaders can play an important role in group’s
success. They are also liable for the failure of group.
2. Roles: The world is a stage and all men and women are merely players. All group members
are actors; they are playing different types of roles. A role is an expected behavior in a given
position in a social unit. Different groups impose different roles on different individual. We
can have different concepts about role in a group.
i. Role identity: there are certain attitudes and behaviors consistent with a role.
This is called role identity.
ii. Role perception: Group’s members need role perception. Role perception in an
individual’s view of how he or she is supposed to act in a given situation.
iii. Role expectations: Role expectations are defined as how others behave the one
should act in a given situation.
iv. Role conflict: Role conflict is a situation in which an individual is confronted
by divergent role expectation.
3. Norms: All groups have some establish norms. Norms refer to the acceptable standards of
behaviors that are shared by the group’s members. Formalized norms are written up in
organizational manuals, and all the people in an organization are bound to follow that rules
and regulations. But the majority of norms in organizations are informal.
4. Group status: Status may be defined as a social rank or position given in a group by others.
We live in a class structured society. Status is important for group members.
5. Group size: The size of a group affects the group’s overall performance or behavior. Small
groups are faster at completing task than are larger ones. If the group is encouraged in
problem solving, large groups are perfect to small group. So if the goal of hand, smaller group
is better in achieving productivity.
6. Composition of the group: Since group is association of different types of people with
variety of skills and knowledge. When a group is heterogeneous rather than homogeneous in
terms of age, gender, race, educational background, personalities, opinions, abilities skills and
knowledge, it can be effective to complete a work.
7. Group cohesiveness: The degree in which members are attracted to each other and are
motivated to stay in the group are called group cohesiveness. Group behavior are significantly

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 affected by group are cohesiveness. The following suggestions can increase group
cohesiveness:
a. the group smaller
b.Make Increase the members spend together
c. Encourage agreement about group goals
d.Increase the status of the group
e. Stimulate competition with other group
f. Give reward to the group rather than the members
g.Physically isolate the group

WELL-FUNCTIONING GROUPS BEHAVIOR / CHARACTERISTICS

We know what a group is, why it is important to form a group, and what the group-oriented
roles are. Now we need to know how to mark a group as a well-functioning group, what
features are necessary for a group to mark it as an efficient one. A group is considered effective
when it has the following characteristics −

Atmosphere is relaxed, comfortable, and friendly.

Task to be executed are well understood and accepted.

Members listen well and actively participate in given assignments.

Assignments are made clear and are accepted.

Group is acquainted of its operation and function.

People express their feelings and ideas openly.

Consensus decision-making process is followed.

Conflict & disagreement center regarding ideas or method.

GROUP DYNAMICS
Group dynamics deals with the attitudes and behavioral patterns of a group. It can be used as a
means for problem-solving, teamwork, and to become more innovative and productive as an
organization. The concept of group dynamics will also provide you with the strengths, success factors
and measures along with other professional tools.
The term ‘group dynamics’ means the study of forces within a group. Since human beings
have an innate desire for belonging to a group, group dynamism is bound to occur. In an
organization or in a society, we can see groups, small or large, working for the well-being.

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 The social process by which people interact with one another in small groups can be called
group dynamism. A group has certain common objectives & goals. Because of which members are
bound together with certain values and culture.
Importance of Group Dynamism
1. Firstly, a group can influence the way the members think. The members are always
influenced by the interactions of other members in the group. A group with a good leader
performs better as compared to a group with a weak leader.
2. The group can give the effect of synergy, that is, if the group consists of positive thinkers
then its output is more than double every time.
3. Group dynamism can furthermore give job satisfaction to the members.
4. The group can also infuse the team spirit among the members.
5. Even the attitude, insights & ideas of members depend on group dynamism. For example,
negative thinkers convert to positive thinkers with the help of the facilitator.
6. Also, if the group works as a cohesive group, the cooperation and convergence can result
in maximization of productivity
7. Furthermore, group dynamism can reduce labor unrest. Lastly, it reduces labor turnover
due to emotional attachment among the group members.
Group Dynamics (Properties)
In order to ensure effective group decision making, it is important to analyze and agree with the
group dynamics. The various essential group properties (also known as group dynamics) are as
follows:
1. Roles – roles refer to a set of expected behaviour patterns that attribute to someone
occupying a given position in a specific social unit. Also, role identity refers to certain
attitudes and behaviours which are consistent with the role. However, role conflict refers to
a situation in which an individual is confronted by divergent role expectations.
2. Norms – norms refer to acceptable standards of behaviour within a group that the group
members share. In addition, some of the most important classes of norms are performance
norms, appearance norms, social arrangement norms and allocation of resources norms.
3. Status – status includes a social rank or a position definition that others give to group
members or a group as a whole. Moreover, these are usually people who are external to the
group.
4. Size – group size affects behaviour with respect to speed, individual performance,
problem-solving and diverse input. Also, the size of the group determines the overall group
performance.
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 5. Cohesiveness – cohesiveness refers to the degree to which group members willingly want
to be a part of the group. It also includes the degree of motivation that they receive to stay
in the group.
Important Principles of Group Dynamics
1. The Principle of Belongingness
An essential group dynamic is for the group members to have a strong sense of togetherness.
Moreover, a group will not be able to function to its fullest without the coordination and
belongingness that the members feel. It is very important for the group members to feel like they
belong to the right group.
Moreover, this feeling of belongingness is what drives the group to perform their best, in
turn boosting the group morale. Therefore, the principle of belongingness is a rather important
principle of group dynamics.
2. The Principle of Perception
This principle focuses on the prestige of group members and how the group members
perceive this prestige. It is very similar to the principle of status. However, this principle of group
dynamic states that the greater the prestige, the greater is the influence.
In addition, the principle of perception throws light on the importance of group perception.
Moreover, this ensures coordination, a common direction and the successful completion of the
objectives.
3. The Principle of Conformity
This principle of conformity states the importance of the group members to conform to the
general group norms. However, this principle is one of the most essential rules which is the most
difficult to achieve.
4. The Principle of Change
The principle of change is one such important principles of group dynamics that state the
significance of the change. Every decision in a group is bound to change at a specific point in time.

A well-balanced and coordinated group would not suffer from this change. Moreover, this group
dynamic principle stresses the importance of handling a change well.
5. The Principle of Readjustment
This principle is a result of the principle of change. Due to changes made in a group, the
group norms, the group objectives or the group member delegation, readjustment of the entire group
dynamics is crucial.

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 Therefore, this principle of readjustment emphasizes on the essentiality of readjusting the
group dynamics after implementing a change. The readjustment should be in sync with the
achievement of the group goal.
6. The Principle of Common Motives
The main purpose behind the creation of groups is to aid the process of goal achievement.
The group members have a common motive which involves the successful attainment of the pre-
determined goal. To know more about the various aspects of group decision making,
7. The Principle of Power
Being a part of a group can let a group member believe that they have powers vested in
them. One of the more critical principles of group dynamics is the existence of power among the
group members.
8. The Continuous Process Principle
Last but not least, group functioning is a continuous process. This principle states that every
group so formed and every member who is a part of such a group is responsible for the continuous
functioning of the same group.
9. The Goal Orientation
Every group is created with the aim to achieve the goal with the help of their common
motive. The primary principle of the group is that they are goal oriented and focus all their activities
towards the successful completion of the task.
Groups adjourn only upon the completion of the task or the achievement of the goal. Until
then, the principle of the continuous process is widely applied to group dynamics.
CONCEPT OF TEAM
Definition
A group of people who are joined for achieving a common goal within a stipulated
period, having collective accountability is known as the team. The agenda of the team is “one for
all and all for one”. Apart from sharing information, the team members also share the
responsibility of the team task. The team is always responsible for the outcome (i.e. Result of the
collective efforts of the team members).
The team members have a mutual understanding with other members. They work jointly
to maximise the strengths and minimise the weakness by complementing each other. The most
important feature of a team is “synergy” i.e. the team can achieve much more as the members
can achieve individually. The three key features of team functioning are:

Cohesion

Confrontation
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Collaboration
Purpose of Team Formation
1. Advice (Board, Review, Employee involvement group)
2. Production (Manufacturing team, Mining Team)
3. Project (Research group, Planning team ,Engineering Team)
4. Action(Support team, Entrainment Team)
Advantages of Team
1. Improved original communication
2. Commitment to team goals
3. Flexibility
4. Benefits of expanded job training
5. Improved employee motivation
6. Increase creativity and innovation
7. Positive work environment
What Is Work Team?
1. The basic purpose of a work team is collective performance.
2. A work team generates positive synergy through coordinated effort. The level of
performance of a team is greater than the sum of individual inputs.
3. The teams do not have a clearly focused leader, they it has shared leadership roles.
4. In a team, there is both individual and mutual accountability
5. The teams have their own specific objectives that the teams themselves deliver.
6. The team, generally encourages open ended active problem solving meetings
7. The effectiveness of the teams is directly measured by the teams by assessing the
collective work products.
8. The functioning of the team is that it discusses, decides and does real work.
9. The above distinction clearly explains that the teams go beyond the work groups,
which are traditionally framed, by having a collective, positive synergistic effect.
Different Types of Work Teams
Each of these different types of work teams has a specific purpose that justifies their
creation according to each model.
1- Functional work team
In this work team, all the members belong to the same functional area and respond to a
single manager, responsible for the management of the whole group.

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 It’s very common in companies with rigid hierarchies and you’ll recognize them for the
examples we are going to give: such as Accounting and HR departments or the Maintenance
team and other specialized groups like these.
2- Inter-working team / cross functional team
In this case, the work team is made up of members from different areas of activity, and its
members usually have the same hierarchical level.
This type of work team is usually formed to develop work with a multidisciplinary view,
in which each area represented by team members complements the knowledge of others,
bringing more creative and comprehensive results.
Examples of these types of work teams would be committees and councils, where
members from different areas work together to solve specific problems, such as a Sustainability
Committee, for example; or strategic, as is the case with the Boards of Directors of companies.
3- Troubleshooting team /Problem solving team
Organizations employ these teams usually to improve processes to find out how to solve
the problems that are harming them.
When determining the options for solving the causes of problems, they are sent to the
departments responsible, as this kind of work team does not implement the solutions it suggests.
4- Self-managed teams
Groups of employees who work in an extremely integrated and collaborative way
because they don’t have a formal leader.
Members define the division of labor, responsibilities and the distribution of tasks, as
well as make decisions and even control and supervise themselves.
5- Project team
These are work groups an organization creates to implement a specific project until
completion. Afterward, the group dissolves as it achieved its objectives.
Typically, members come from different areas of the company and perform other tasks
related to their home department. But, as far as the project is concerned, they answer to the
project leader.
6- Task Force team
This is one of the most interesting types of work teams. They form only when emergency
situations emerge which the organization needs to solve.
Its members are usually the best of the company in the area. During the resolution of the
emergency, they will dedicate themselves exclusively to this task. Their goal is to do this in the
best way and in the shortest possible time.
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Creating Effective Teams
The value of teams can be powerful! Consider these four general categories

Composition (abilities, personality, roles & diversity, size, flexibility, preference for
teamwork)

Context (adequate resources, leadership, climate of trust, performance evals and rewards)

Work design (autonomy, skill variety, task identity, task significance)

Process (common purpose, specific goals, team efficacy, conflict, social loafing)
DIFFERENCES BETWEEN GROUPS AND TEAMS
Work Group – the goal is to share information, neutral synergy, individual accountability,
random and varied skills
Work Team – the goal is collective performance (greater than the sum of individual
inputs), positive synergy, individual and mutual accountability, complementary skills

BASIS FOR
GROUP TEAM
COMPARISON

Meaning A collection of A group of persons having

individuals who work collective identity joined
together in completing a together, to accomplish a
task. goal.

Leadership Only one leader More than one

Members Independent Interdependent

Process Discuss, Decide and Discuss, Decide and Do.

Delegate.

Work Products Individual Collective

Focus on Accomplishing individual Accomplishing team goals.

goals.

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 BASIS FOR
GROUP TEAM
COMPARISON

Accountability Individually Either individually or

mutually

GROUP FORMING & DEVELOPMENT

Theories of Group formation
1. Propinquity Theory
The most basic theory explaining affiliation is propinquity. This interesting word simply
means that individuals affiliate with one another because of spatial or geographical proximity. In
an organisation employees who work in the same area of the plant or office or managers with
offices close to one another would more probably form into groups than would those who are not
physically located together. There is some research evidence to support the propinquity theory
and on the surface, it has a great deal of merit for explaining group formation. The drawback of
this theory is that it is not analytical and does not begin to explain some of the complexities of
group formation. Some more theoretical and practical reasons need to be explored.
2. Homan’s Theory
According to George C. Homans, “The more activities persons share, the more numerous
will be there interactions and the stronger will be their shared activities and sentiments, and the
more sentiments people have for one another, the more will be their shared activities and
interactions.”
It is a very comprehensive theory and based on activities, interactions and Homan’s
theory is based on sentiments. These three elements are directly related to each other. The
members’ activities interactions and of a group share activities and interact with one another not
just because of physical proximity but also to accomplish group goals.
The key element is interaction because of which they develop common sentiments for
one another. These sentiments gradually get expressed through the formation of informal groups.
If any disturbance is caused to any of the three-activities, interactions and sentiments, it is likely
to disturb all the others. Their relationships are shown in the following figure:

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 3. Balance Theory
Another very comprehensive theory is a Balance Theory of group formation. This theory
as proposed by Theodore Newcomb states that “Persons are attracted to one another on the basis
of similar attitudes towards commonly relevant objects and goals.
goals. Once a relationship is formed,
it strives to maintain a symmetrical balance between the attraction and the common attitudes. If
an imbalance occurs, attempts are made to restore the balance. If the balance cannot be restored,
the relationship dissolves.”

Thus, the balance theory is additive in nature in the sense, that it introduces the factor of
balance to the propinquity and interaction factors. There must be a balance in the relationship
between the group members for the group to be formed and for its survival. The following -
figure shows the balance theory.

Individual (A) will interact and form a relationship/group with individual (B) because of
common attitudes and values (C). Once this relationship is formed, the participants strive to
maintain a symmetrical balance between the attraction and the common attitudes. If an
imbalance occurs, an attempt is made to restore the balance. If the balance cannot be restored,
the relationship dissolves.

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 4. Exchange Theory
This theory is based on reward-cost outcomes of interactions. To be attracted towards a
group, a person thinks in terms of what he will get in exchange of interaction with group
members. 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, frustrations, embarrassment or fatigue. Propinquity, interaction and common
attitudes all have roles in the exchange theory.
GROUP DEVELOPMENT
There are mainly five stages of group development, viz., forming, storming, norming,
performing and adjourning.
i) Forming is a stage which is characterised by some confusion and uncertainty.
Forming is actually an orientation period when members get to know one another and
share expectations about the group. This is the initial stage when the group comes
together and members begin to develop their relationship with one another and learn
what is expected of them.
ii) Storming is the stage where one can see the highest level of disagreement and
conflict. Members mainly voice their concern, and criticism occurs at this stage.
Actually in this stage interpersonal conflicts arise and differences of opinion about the
group goals also emerge. It is important to work through the conflicts at this time and
to establish clear goals.
iii) Norming is characterised by the recognition of individual differences and shared
expectations. Responsibilities are divided among members and the group decides how
it will evaluate the progress. If the group resolves its conflicts, it can establish
patterns of how to get its work done. Expectations of one another are clearly
articulated and accepted by members of the group.
iv) Performing occurs when the group has matured and attains a feeling of cohesiveness.
In this stage, members of the group make decision through a rational process that is
focused on relevant goals rather than emotional issues. Issues related to roles,
expectations and norms are no longer of major importance. The group is focused on
its tasks, working effectively to accomplish its goals.
v) Adjourning indicates that members of the group often experience feelings of closure
and sadness as they prepare to leave. It is the final stage when the group, after
achieving the objectives for which it was created, starts to gradually dissolve itself.
Thus, group is a collection of individuals. Group refers to two or more persons who
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 interact with one another, share common goals and recognise that they belong to a
group. Groups help us to satisfy important psychological needs and social needs.
Different persons perform different types of tasks. Group may choose a person to
serve as a leader and other persons as followers. There is a link among the members.
Not only this, interaction among the group members is very important for smooth
running of the activities of the group.

GROUP DECISION MAKING

Group decision-making commonly known as collaborative decision-making is a situation

faced when individuals collectively make a choice from the alternatives before them.

The decision is then no longer attributable to any individual group member as all the
individuals and social group processes like social influence contribute to the decision outcome.

The decisions made by groups are mostly different from those made by individuals. For
example, groups tend to make decisions that are more extreme than those made by individual
members, as individuals tend to be biased.

Advantages of Group Decision Making

Group decision making has two advantages over individual decision making.

1. Synergy
It is the idea that the whole is greater than the aggregate of its parts. When a group makes
a decision collectively, its judgment can be powerful than that of any of its members. Through
discussing, questioning, and collaborative approach, group members can identify more
complete and robust solutions and recommendations.
2. Sharing of information

Group decisions take into account a wider scope of information as each group member
may contribute distinct information and expertise. Sharing information increases understanding,
clarifies issues, and facilitates movement towards a collective decision.

Disadvantages of Group Decision Making

The major disadvantages of group decision making are as follows −
1. Diffusion of Responsibility
Group decision making results in distribution of responsibility that results in lack of
accountability for outcomes. In this way, everyone is responsible for a decision, and no one

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really is. Moreover, group decisions can make it easier for members to refuse personal
responsibilities and blame others for bad decisions.
2. Lower Efficiency
Group decisions can sometimes be less efficient than individual decisions. It takes
additional time because there is a need of active participation, discussion, and coordination
among group members. Without good facilitation and structure, meetings can get eliminated in
trivial details that may matter a lot to one person but not to the others.
3. Groupthink
One of the biggest disadvantage of effective group decision making is groupthink. It is a
psychological phenomenon that occurs within a group of people in which the wish for harmony
or conformity results in an illogical or dysfunctional decision-making outcome.

By refraining themselves from outside influences and actively suppressing opposing viewpoints
in the interest of minimizing conflict, group members reach a consensus decision without
critical evaluation of substitute viewpoints.

Groupthink sometimes produces dehumanizing actions against the out-group.

DECISION MAKING PROCESS

A decision cannot be taken in isolation. It is influenced by past experience, present conditions
and future expectations. Once a decisions is taken, then it becomes difficult to reverse it. It is
pertinent to discuss the problem involved and then take a decision after considering various
possibilities. Decision-making involves the following steps :
Steps in Decision Making
Decision making is a complex mental process. A good-decision-maker has to follow
certain steps in decision making. They are:
1. Identify the problem and define it.
2. Develop objectives.
3. Seek the facts and identify the problem.
4. Develop a model.
5. Evaluate the alternatives.
6. Select the best solution.
7. Implement the decision or plan a course of action.
1. Identify the Problem and Define it

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 "A problem well defined is half-solved". Unless one knows the problem in clear terms, it
is not possible to attempt a solution. Critically examine the situation and identify the apparent
problem. This is the starting point in decision-making.
The decision-maker must identify the problem correctly. He has to answer questions such
as whether the real problem has been identified. Will solving the problem accomplish the results
desired now and in the future? Are there any related Problems?
2. Develop Objectives
To develop specific and measurable objectives, it is to be remembered that the real
problem should be borne in mind.
3. Seek the Facts
Collect all available information relating to the problem; Seek the facts relating to: The
situation factor (What?); The people factor (Who?); The place factor (Where?); The time factor
(When) and; The causative factor (Why?).
Information should also be collected regarding the influence of environmental factors
such as political, economic and social factors.
4. Develop a Model
The next step is developing a model. Simply stated a model is a representation (usually
mathematical) of a given situation. Examples of models are architects making physical models of
buildings, engineers developing scale models of chemical plants etc. But a decision-maker uses a
mathematical model which is a set of mathematical relationships. These relationships are
expressed in equations. Business problems can be easily understood and analyzed by
constructing models.
5. Evaluate the Alternatives
We have to find out as many alternatives or solutions to the real problem as we can. We
have to be sure that we are considering all the possibilities. The result of each alternative is to be
evaluated.
6. Select the Best Alternative
After reviewing each of the proposed alternatives, a few will appear to be better than the
rest. Take the best alternative that gives the maximum pay-offs according to our selected
criterion. The decision-maker should consider questions such as: Is this the best alternative?
Whether it can be done? Is it feasible and practical? Will it correct the conditions that caused the
problem? Will it have adverse consequences?
7. Implement the Decisions

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 Put together an action plan to implement the decision. There must be feedback and control
after implementing the decision. This will give him valuable information regarding the
effectiveness of the decision and also whether the decision taken will achieve the designed
objectives.

GROUP DECISION-MAKING TECHNIQUES

In order to eliminate group think and group shift from a group, we can use four different
techniques that will help us make a collaborative decision that is best for the group. These
techniques are −

• Brainstorming
• Nominal group thinking
• Didactic technique
• Delphi technique
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Brainstorming

This technique includes a group of people, mostly between five and ten in number,
sitting around a table, producing ideas in the form of free association. The main focus is on
generation of ideas and not on evaluation of these ideas.

If more ideas can be originated, then it is likely that there will be a unique and creative
idea among them. All these ideas are written on the blackboard with a piece of chalk so that all
the team members can see every idea and try to improvise these ideas.

Brainstorming technique is very effective when the problem is comparatively precise and
can be simply defined. A complex problem can be divided into parts and each part can be dealt
with separately at a time.

Nominal Group Thinking

This technique is similar to brainstorming except that this approach is more structured. It
motivates individual creativity. Members form the group for namesake and operate
independently, originate ideas for solving the problem on their own, in silence and in writing.
Members do not communicate well with each other so that strong personality domination is
evaded.

The group coordinator either collects the written ideas or writes them on a large
blackboard so that each member of the group can see what the ideas are. These ideas are further
discussed one by one in turn and each participant is motivated to comment on these ideas in
order to clarify and improve them. After all these ideas have been discussed, they are evaluated
for their merits and drawbacks and each actively participating member is needed to vote on each
idea and allot it a rank on the basis of priority of each alternative solution.
The idea with the highest cumulative ranking is selected as the final solution to the
problem.
Didactic Interaction
This technique is applicable only in certain situations, but is an excellent method when a
situation actually demands it. The type of problem should be such that it generates output in the
form of yes or no. Say for example, a decision is to be made whether to buy or not to buy a
product, to merge or not to merge, to expand or not to expand and so on. These types of
decision requires an extensive and exhaustive discussion and investigation since a wrong
decision can have serious consequences.

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 There are many advantages as well as disadvantages of this type of situation. The group
that makes the decision is divided into two sub-groups, one in favor of the “go” decision and the
opposing in favor of “no go” decision.

The first group enlists all the “pros” of the problem solution and the second group lists
all the “cons”. These groups meet and discuss their discoveries and their reasons.

After tiring discussions, the groups switch sides and try to find weaknesses in their own
original standpoints. This interchange of ideas and understanding of various viewpoints results
in mutual acceptance of the facts as they exist so that a solution can be put together around these
facts and ultimately a final decision is reached.
Delphi Technique
This technique is the improvised version of the nominal group technique, except that it
involves obtaining the opinions of experts physically distant from each other and unknown to
each other.

This isolates group members from the undue influence of others. Basically, the types of
problems sorted by this technique are not specific in nature or related to a particular situation at
a given time.

For example, the technique could be used to explain the problems that could be created in
the event of a war. The Delphi technique includes the following steps −

• The problem is first identified and a panel of experts are selected. These experts are
asked to provide potential solutions through a series of thoughtfully designed
questionnaires.

• Each expert concludes and returns the initial questionnaire.

• The results of the questionnaire are composed at a central location and the central
coordinator prepares a second set of questionnaire based on the previous answers.

• Each member receives a copy of the results accompanied by the second questionnaire.

• Members are required to review the results and respond to the second questionnaire. The
results typically trigger new solutions or motivate changes in the original ideas.

• The process is repeated until a general agreement is obtained.

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