Welcome to Group Behaviour in Organisations!
Ever wondered why some teams work like a well-oiled machine while others can’t even decide where to have lunch? In this chapter, we explore how people act when they are put together in a work setting. We’ll look at how groups form, the different roles people play, and why groups sometimes make really bad decisions!
Don't worry if this seems like a lot to take in at first. We will break it down piece by piece, and by the end, you’ll be an expert on the "social glue" that holds companies together.
1. Group Development: How Teams Grow
Groups don't just "happen" overnight. They go through stages, much like a person growing from a baby to an adult. The most famous theory for this is by Tuckman (1965).
Tuckman’s Five Stages
1. Forming: This is the "polite" stage. People are meeting for the first time, being on their best behaviour, and trying to figure out what the task is. Think of it like the first day at a new school.
2. Storming: Now the "honeymoon phase" is over. People start to compete for positions or disagree on how to do things. It can be a bit messy, but it’s a normal part of getting to know each other. Imagine a band arguing over which song to play first.
3. Norming: The group starts to settle down. They agree on "norms" (rules) and start to respect each other’s strengths. They feel like a "we" instead of just "I."
4. Performing: This is the peak stage! The group is working effectively toward their goal. They are motivated and get the job done without unnecessary drama.
5. Adjourning: (Added later in 1977) This is the "goodbye" stage. The task is finished, and the group breaks up. People might feel sad or proud of what they achieved.
Memory Aid: The Squirrel Mnemonic
To remember the order, just think: Fat Squirrels Nibble Peanut Acorns.
(Forming, Storming, Norming, Performing, Adjourning)
Quick Review: Groups move from being polite (Forming) to fighting (Storming), to making rules (Norming), to working hard (Performing), and finally finishing (Adjourning).
2. Team Roles: Who Does What?
For a team to be successful, you can't have everyone doing the same thing. Belbin (1981) argued that a perfect team needs a balance of different "roles."
Belbin’s Key Roles
Belbin identified 9 roles, but let’s look at some of the most important ones you need to know:
• The Plant: This is the creative person. They "plant" the seeds of new ideas. They are great at solving difficult problems but might ignore the small details.
• The Monitor Evaluator: This person is the logical thinker. They weigh up options and make sure the group doesn't make a silly mistake. They might be a bit "boring," but they are very necessary!
• The Coordinator: They are the "chairperson." They keep everyone focused on the goal and delegate work fairly.
• The Resource Investigator: This is the social butterfly. They look for ideas outside the group and make sure the team has what it needs from the "outside world."
• The Completer Finisher: The perfectionist. They check for errors and make sure the project is finished on time.
Did you know?
Belbin found that a team full of "geniuses" (what he called an Apollo team) often performed poorly because they spent too much time arguing and trying to be the smartest person in the room! Balance is more important than raw intelligence.
Key Takeaway: A successful team isn't just a group of smart people; it's a mix of different types of thinkers and workers who balance each other out.
3. Group Decision-Making: Why Groups Fail
You might think that "two heads are better than one," but sometimes groups make much worse decisions than individuals. This is often due to something called Groupthink.
What is Groupthink? (Janis, 1971)
Groupthink happens when a group wants to stay friendly and agree so much that they stop thinking critically. They ignore warning signs because they don't want to "rock the boat."
Symptoms of Groupthink:
• Illusion of invulnerability: The group thinks they are so good they can't possibly fail.
• Pressure on dissenters: If someone disagrees, the others pressure them to "get with the program."
• Self-censorship: People keep their doubts to themselves to avoid conflict.
• Mindguards: Some members protect the leader from hearing information that might change their mind.
Real-World Analogy:
Have you ever been with a group of friends where someone suggests a really bad idea (like walking 5 miles in the rain for a specific snack), and even though you think it's a bad idea, you say "Sure!" because everyone else seems to be into it? That’s Groupthink in action!
How to avoid Groupthink?
Janis suggested that leaders should remain neutral at first, or appoint a "Devil's Advocate"—someone whose specific job is to find everything wrong with the group's plan.
Quick Review: Groupthink is when the desire for harmony overrides the desire for a good decision. It leads to overconfidence and ignoring risks.
4. Social Loafing: The "Free Rider" Problem
Social Loafing is the tendency for people to put in less effort when they are working in a group than when they are working alone. Latane (1979) explored this through his Social Impact Theory.
Why does it happen?
• Diffusion of responsibility: You feel like your individual effort doesn't matter as much because there are others to pick up the slack.
• Lack of evaluation: If you think nobody is watching your specific contribution, you might "lazy up."
How to stop it:
To prevent social loafing, managers should make individual tasks identifiable. If everyone knows exactly what you did, you are much less likely to loaf!
Common Mistake to Avoid: Don't confuse Social Loafing with Groupthink. Loafing is about effort; Groupthink is about decision-making quality.
Final Summary Table
Concept: Tuckman's Stages
Main Idea: Groups evolve through specific phases (Forming to Adjourning).
Concept: Belbin's Roles
Main Idea: Teams need a variety of personality types (Plant, Coordinator, etc.) to succeed.
Concept: Groupthink (Janis)
Main Idea: High-pressure groups often make bad decisions to maintain harmony.
Concept: Social Loafing
Main Idea: People work less hard in groups if their individual effort isn't tracked.
Great job! You've just covered the essentials of Group Behaviour in Organisations. Keep reviewing these terms, and you'll be ready for any question on this topic!