Organizational Behaviour – II

Team & Group

Dynamics
Knowing

Doing

Being

Module 5: Team Decision Making

 Module 10: Team Effectiveness & Conclusion

Module 9: Managing relationship in team

Module 8: Team Leadership

Module 7: Negotiations

Module 6: Power, Influence and persuasion

Module 5: Team Decision Making

Module 4: I in relation with Groups- Mental Models, EQ

Module 3: I in relation with Groups- Transaction Analysis

Module 2: I in relation with Groups – FIRO

Module 1: Introduction & Beauty of Groups

Course
Content
 1+1 = 11?

Learning Objectives
 1+1 = 11?

Group Polarization

Group Think

Hidden Profile

Different strokes for

Learning Objectives different folks
DOING
 Activity
Lost at Sea

DOING
A sextant is a navigation instrument used to
measure the angle between any two visible objects.
 the basic supplies needed when a person is stranded in mid ocean are articles to
attract attention and articles to aid survival until rescuers arrive
1. The shaving mirror would be critical for signaling.
2. Two-gallon can of oil-gas mixture would also be critical for signaling. The mixture will float on water and could be
ignited with one of the pieces of paper currency and a match.
3. Five-gallon can of water would be necessary to replenish fluids lost through perspiration.
4. One case of army rations would provide basic food intake.
5. The opaque plastic could be used to collect rain water and provide shelter from the elements.
6. The chocolate bars could provide reserve food supply
7. The fishing kit is ranked lower than the chocolate since ‘a bird in the hand is worth two in the bush’, and there is no
guarantee that you will catch any fish.
8. The nylon rope could be used to secure people or equipment to prevent them from being washed overboard.
9. The floating seat cushion could serve as a life preserver if someone fell overboard.
10. Shark repellent
11. The 160 per cent proof rum contains 80% alcohol, which is enough to be used as an antiseptic for any injuries;
otherwise, it is of little value.
12. The small transistor radio would be of no use without a transmitter. You would also be out of range of any radio
station.

13. Map – It does not matter where you are but where the rescuers are.
14. The mosquito netting would not be necessary, as there are NO mosquitoes in the mid-Pacific Ocean, and the
fishing kit would be more effective for catching fish.

15. Sextant without tables and a chronometer, relatively useless.

US Navy answers
Group Average Individual Score of the most Score for group Gain/ Loss over Gain/ Loss over the
Section B Score for your accurate individual consensus Average Individual most accurate
group in your group choice when worked in individual when
group worked in group

1
2
3
4
5
6
7

8
9
10
11
12 Decision Making in groups
KNOWING
Synergy (1+ 1=11) Happened?

Compare your individual rankings with those

determined by the group as a whole, and discuss why
the scores differ, if applicable.

How where they influenced by the group?

Decision making in groups

 Group Discussion
Shared
Pitfalls Information Bias

Group Shift
Sidetracking

Parkinson’s first
Non Participation Law

Parkinson’s
Ego-Centric Second Law
Behavior

Group Think
Interruptions

Why group discussions are not effective?

 1+1 = 11?

Learning Objectives
 Shared Information Bias
Group spend too much of their discussion time examining shared information –
details that two or more group members know in common – rather than
unshared information.

 Hidden Profile Problem (Stasser & Titus, 1985)

Candidate A – 8 +ve Qualities, 4 neutral and 4 negative

Candidate B and C – 4 positive qualities, 8 neutral and 4 negative

When complete information – A was selected 87% time..

When complete information for candidate B & C
and only two positive qualities per member for candidate A - B & C selected 76%
time

Decision making in groups

DISCUSSION BIAS

Information known only to one member prior to group discussion is not evaluated as
highly or mentioned as often as information that is known by several members prior to
discussion.

NEGOTIATION BIAS

When members begin the group discussion with a particular choice preference, they
tend to argue in favour of their preference instead of seeking and discussing new
information. (+confirmation and ownership bias)

TIME CONSTRAINTS ( Making quick decisions than right decisions)

MAJORITY RULES

How to avoid it? – Group Decision Support System

Decision making in groups

Group Polarization

The tendency to respond in a more extreme way when making a choice or

expressing an opinion as part of a group, as opposed to when responding
individually.

 (Wallach et al., 1962) – Choice Dilemmas Questionnaire

 Evidences of cautious shift along with risky shift phenomenon

The average post-group response will tend to be more extreme in the same
direction as the average of the pre-group responses.
Why Group Polarization happens?

 Social Comparison ( Reference Point )

finding oneself different from group view’s one may shift..

 Normative Influence
More arguments for majority position

 Social decision Scheme

“Risk-supported-wins”

Group amplify – group members shared tendency !!

Positive or Negative?
 Self- appointed
mind guards

Illusion of unanimity Illusion of invulnerability

Self - Censorship Groupthink Collective

Rationalization

Direct pressure on dissenters Belief in inherent morality

Stereotyped views of outgroup

Some Solutions?

 The leader should assign the role of critical evaluator to each member

 The leader should avoid stating preferences and expectations at the outset

 Each member of the group should routinely discuss the groups' deliberations with a
trusted associate and report back to the group on the associate's reactions

 One or more experts should be invited to each meeting on a staggered basis and
encouraged to challenge views of the members.

 At least one member should be given the role of devil's advocate (to question
assumptions and plans)

 The leader should make sure that a sizeable block of time is set aside to survey
warning signals.
Parkinson’s first law –
States that a task will expand so as to fill the time available
for the completion.

Parkinson’s second law-

The time a group spends on discussing any issue will be in
inverse proportion to the consequentiality of the issue.
(Law of triviality)

Do Groups Waste Time?

 1+1 = 11?

Group Polarization

Group Think

Shared Information
Bias

Learning Objectives
Organizational Behaviour – II
Team & Group
Dynamics

Knowing

Doing

Module 6: Influence-Persuasion
Being

Module 10: Team Effectiveness & Conclusion

Module 9: Integrated Case Study

50% Module 8: Team Structure, Roles and Creativity

Module 7: Team Productivity Lab

Module 6: Power-Influence-Persuasion

Module 5: Group Decision Making

Module 4: Team Leadership

50% Module 3: I in relation with Groups- Transaction Analysis, Mental Models, EQ

 Module 2: I in relation with Groups – FIRO and Sensitivity

Module 1: Introduction & Beauty of Groups

Course
Content
11 proactive influential strategies

6 principles of persuasion

Learning Objectives
INFLUENCE TACTICS
Proactive Influence Tactics
 EXERCISE

Proactive Influence Tactics

Proactive Influence Tactics
Proactive Influence Tactics
Proactive Influence Tactics
Proactive Influence Tactics
Proactive Influence Tactics
Proactive Influence Tactics
Proactive Influence Tactics
Proactive Influence Tactics
Proactive Influence Tactics
Proactive Influence Tactics
Proactive Influence Tactics
Outcomes of Influence Attempts
Enthusiastic
response with high
Commitment level efforts

Moderate response
with minimal
efforts

Compliance

Minimal response if any with

delayed efforts
Resistance
 Are we really
RATIONAL?
or
PREDICTABLY IRRATIONAL?
System I System II

17 * 28
 Quick — say
aloud what
colour you see in
every word, NOT
the word you
read.
Go from left to
right, from top to
down. Ready.
Set. Go!

( Clap
continuously
while doing it )
11 proactive influential strategies

6 principles of persuasion

Learning Objectives
Organizational Behaviour – II
Team & Group
Dynamics

Knowing

Doing

Module 7: Negotiations
Being

Module 10: Team Effectiveness & Conclusion

Module 9: Integrated Case Study

40% Module 8: Team Structure, Roles and Creativity

Module 7: Negotiations

Module 6: Power-Influence-Persuasion

Module 5: Group Decision Making

Module 4: Team Leadership

60% Module 3: I in relation with Groups- Transaction Analysis, Mental Models, EQ

 Module 2: I in relation with Groups – FIRO and Sensitivity

Module 1: Introduction & Beauty of Groups

Course
Content
Negotiations
Negotiation Game
1. Know your BATNA
2. Use Standards as Shield
to Defend, Sword to Attack
3. Keep People Separate
from Problems
4. Options for Mutual Gain
5. Interest not Position
6. A problem to solve
and not a war to win !
Understanding Conflict
Management Styles
What is a conflict management style and why
do I need to know this?

• Conflict Management Style: Form of behavior that a person practices in

response to conflict with others

• When living and interacting with others on campus, you need to know
how to resolve issues in different situations.
Conflict: Where does it come from?

•Goals
•Personality conflicts
•Scarce resources
•Styles
•Values
 The Positive Side of Conflict

• Conflict can teach you to make the most of each situation and use it as a
learning opportunity or a leadership opportunity.

• You can also use it as an opportunity to transform the situation into

something better.
 Five Styles of Conflict Management
You will experience some form of internal or external conflict while
living with roommates at some point in your college career.
Understanding how you handle conflict is important in helping you
decide how to deal with stress and manage certain situations.
 Accommodating
People who accommodate are unassertive and very cooperative.

• Give in during a conflict

• Acknowledge they made a mistake/decide it was no big deal
• Put relationships first, ignore issues, and try to keep peace at any price
• Effective when the other person or party has a better plan or solution
Avoiding

People who avoid conflict are generally unassertive and uncooperative.

• Avoid the conflict entirely or delay their response instead of voicing

concerns
• Can create some space in an emotional environment
• Not a good long-term strategy
 Collaborating
Collaborators are both assertive and cooperative.

• Assert own views while also listening to other views and welcoming
differences
• Seek a “win-win” outcome
• Identify underlying concerns of a conflict
• Create room for multiple ideas
• Requires time and effort from both parties
Competing

People who approach conflict in a competitive way assert themselves

and do not cooperate while pursuing their own concerns at another’s
expense.

• Takes on a “win-lose” approach where one person wins and one

person loses
• Does not rely on cooperation with the other party to reach outcome
• May be appropriate for emergencies when time is important
 Compromising
Compromisers are moderately assertive and moderately cooperative.

• Try to find fast, mutually acceptable solutions to conflicts that partially

satisfy both parties
• Results in a “lose-lose” approach
• Appropriate temporary solution
• Considered an easy way out when you need more time to collaborate to
find a better solution
Which one is best?

There is no BEST way to handle conflict. Each conflict is different and

requires a different response.

As a society, we teach:
“Two heads are better than one.” (Collaborating)
“Kill your enemies with kindness.” (Accommodating)
“Split the difference.” (Compromising)
“Leave well enough alone.” (Avoiding)
“Might makes right.” (Competing)
Conclusion

• Different conflict management styles may be used when faced with

different situations.

• Knowing yourself and fully understanding each situation will help you
understand the conflict management style needed.

• Try a scenario-based approach to test the effectiveness of different

approaches to specific situations.
Organizational Behaviour – II
Team & Group
Dynamics

Knowing

Doing

Module 8: Team Structure and Processes

Being
 Team Tools
Team
Team Structure [Demo- six
Development
( Team Roles) thinking
Process
hats]

Learning Objective
Pre-Reading Reflections..
PUZZLE about your Group Project

A team of students had four members called Everybody, Somebody, Anybody, and
Nobody. There was an important job to be done. Everybody was sure that
Somebody would do it. Anybody could have done it, but Nobody did it. Somebody
got angry about that because it was Everybody’s job. Everybody thought Anybody
could do it but Nobody realized that Everybody wouldn’t do it. It ended up that
Everybody blamed Somebody when Nobody did what Anybody could have done.
- Graham Gibbs, “Learning in Teams”

Group Projects
PUZZLE

“Who are better in teams?”

Specialists Vs All-rounders?
Take the Assessment- Team Role Inventory
PUZZLE

“What is needed is not well balanced individuals, but

individuals who balance well with each other.”
 PLANTS • Strengths: Creative, imaginative, free-
thinking, generates ideas and solves
difficult problems.
Tend to be highly
creative and good at • Allowable weaknesses: Might ignore
solving problems in incidentals, and may be too
unconventional ways preoccupied to communicate
effectively.

• Don't be surprised to find that: They

could be unorthodox or forgetful
 • Strengths: Single-minded, self-
starting and dedicated. They
SPECIALIST provide specialist knowledge and
skills
• Allowable weaknesses: Can only
contribute on a narrow front and
Brings in-depth
tends to dwell on the
knowledge of a key
area to the team technicalities
• Don't be surprised to find
that: They may have a tendency to
focus only on their subject of
choice
 • Strengths: Sober, strategic and
discerning. Sees all options and
MONITOR EVALUATOR judges accurately
• Allowableweaknesses:
Provides a logical eye, Sometimes lacks the drive and
making impartial ability to inspire others and can be
judgements where overly critical
required and weighs up • Don't be surprised to find that: They
the team's options in a could be overly critical and slow to
dispassionate way come to decisions
 • Strengths: Practical, reliable,
efficient. Turns ideas into actions
and organises work that needs to
IMPLEMENTOR be done
• Allowable weaknesses: Can be a bit
Needed to plan a
workable strategy and
inflexible and slow to respond to
carry it out as new possibilities
efficiently as possible • Don't be surprised to find that: They
might be slow to relinquish their
plans in favour of positive changes
 • Strengths: Challenging, dynamic,
thrives on pressure. Has the drive
and courage to overcome
SHAPER obstacles
• Allowable weaknesses: Can be
Provide the necessary
drive to ensure that the
prone to provocation, and may
team keep moving and sometimes offend people's
do not lose focus or feelings
momentum • Don't be surprised to find
that: They could risk becoming
aggressive and bad-humoured in
their attempts to get things done
 • Strengths: Painstaking,
conscientious, anxious. Searches
COMPLETER/FINISHER out errors. Polishes and perfects
• Allowable weaknesses: Can be
inclined to worry unduly, and
Most effectively used reluctant to delegate
at the end of tasks to
polish and scrutinise • Don't be surprised to find that: They
the work for errors, could be accused of taking their
subjecting it to the perfectionism to extremes
highest standards of
quality control
 • Strengths: Outgoing,
enthusiastic. Explores
RESOURCE opportunities and develops
INVESTIGATOR contacts
• Allowable weaknesses: Might be
They provide inside
knowledge on the
over-optimistic, and can lose
opposition and made interest once the initial
sure that the team’s enthusiasm has passed
idea will carry to the • Don't be surprised to find that: They
outside world might forget to follow up on a
lead
 • Strengths: Co-operative,
perceptive and
TEAMWORKER diplomatic. Listens and averts
friction
• Allowable weaknesses: Can be
Help the team to gel,
using their versatility to
indecisive in crunch situations and
identify the work tends to avoid confrontation
required and complete • Don't be surprised to find that: They
it on behalf of the might be hesitant to make
team. unpopular decisions
 • Strengths: Mature, confident,
identifies talent. Clarifies goals.
COORDINATOR Delegates effectively
• Allowable weaknesses: Can be seen
as manipulative and might offload
Needed to focus on the
team’s objectives, draw
their own share of the work
out team members and • Don't be surprised to find that: They
delegate work might over-delegate, leaving
appropriately themselves little work to do
Typically, most people
have two or three Team
Roles that they are
most comfortable with
and prefer; a few others
that they can manage to
cover if they need to;
and finally the rest that
they prefer not to adopt
at all.
Analyse your
strength and
weakness
Your preferred team roles

Your manageable team roles

Your least preferred roles

Your dominant area

Your weak area

1. Peter and Jo share an inclination towards social roles, which
means each should be able to identify with the other’s way of
working. It is notable that Jo and Peter have good coverage of
the action roles Completer Finisher and Shaper, but are lacking
in Implementer. Thinking roles are not so well represented in
this pairing.
2. Jo has a higher Co-ordinator (CO) score, whilst Peter has a
preference for Teamworker(TW). As manager, Jo is identified as
being able to provide “encouragement and purpose” for Peter.
This is a comment which is influenced by the hierarchical
relationship and would not be made if Peter were indicated as
the manager of Jo.
3. Lastly, the report comments on the interaction of Jo’s Shaper
(SH) and Peter’s Resource Investigator (RI) – two roles which
can keep pace with, and complement, one another.
Analyse your
working
relationship
Coverage

Complementarity… up to a point

Similarity…up to a point

Hierarchical relationships
Analyse your
team

Whom you would recruit?

Structure could be flexible.. But what is the process?

Reflect on journey of any group that you were part of.

What different phases group passed through?

Behavioral Guidelines: Group Devt

•Diagnose the stage that your group is in to

facilitate team development
•Provide structure in the forming stage, support
in the norming stage, independence in the
storming stage, and foster innovation in the
performing stage
 Group
Structure Team Tools
( Team Roles)

Group
Development
Process
 Team Tools
Team
Team Structure [Demo- six
Development
( Team Roles) thinking
Process
hats]

Learning Objective