- Patterns of communication and coordination
In a group dynamics or group process, there are certain patterns of communication (plus verbal and nonverbal indicators) and coordination. To have a reciprocal communication and coordination pattern, a wholesome “group climate” should be set at each initial stage (Rothwell, 2012, p. 129). Through proper channels, tasks are better delegated, coordinated and performed. Proper communication flows smoothly when there is unison to achieve the group’s objective purposively. Each group member conveys his/her message across to work effectively. Issues and problems in communication that directly impact individual performance is resolved immediately. Each member fulfills their duties and obligations accordingly when given the necessary support to encourage group consensus (Rothwell, 2012, p. 255).
- Patterns of influence
In a group, there are patterns of influence that affect individual and group behavior. Group leaders or members have their own sphere of influence (e.g., power play, norms, loyalties, perceptions) (Hanson, Hanson, & Lubin, 1995, p. 16). Although the leader has the most authority in a group, it is important to consider that each member also affects one another. As commonly observed during group activities, the leader exerts the most influence. If a leader has the necessary skills to lead his/her group, he/she would easily achieve targets/goals. On the other hand, if the leader of a group failed to meet its members’ expectations, there will be intra-group conflicts they are motivated to interact for the “achievement of some common goals” and are influenced by one another (Rothwell, 2012, p. 33).
- Roles/relationships
Each member has a variety of informal and specific roles to play in a group (Rothwell, 2012, pp. 52, 413). The relationship in a group will define how each member will perform his/her expected role. Because it is critical for a group to have good interpersonal relationship, the group in its entirety should ensure that individual members are contributing to the group’s overall success. On each step of the way, each member should give support and assistance to his/her other members, especially, to the leader, so that much of what is expected of him/her is implemented and thereby achieved.
- Patterns of dominance (e.g. who leads, who defers)
There are patterns of dominance in a group dynamics, such as dominant-submissive, hidden hostile, etc. (Rothwell, 2012, p. 310). The leader leads and is followed by those immediately under him/her. Because the leader is the dominant figure, he/she is looked up to as the guide and exemplar. Most of the members, as subordinates, yield to their leader’s wishes, command, and/or opinion. The leader set the target that the group has to achieve based on a given timeframe. The success achieves by the leader in leading his/her group translates to the success of the group as a whole. On the other hand, in case the leader failed to achieve targets/goals, he/she often takes the blame and responsibility.
- Balance of task focus vs. social focus
In a group, there are individuals who are more task-focused rather than social-focused. The accomplishment of a particular task is important for task-oriented individuals/leaders. In analogous terms, people’s welfare and wellbeing is what is significant for socially-oriented members/leaders. Some individuals/leaders, on the other hand, have a balanced view of task- and social-focus. Leaders, for instance, know how to deal with subordinates while simultaneously considering the accomplishments of activities. A group that has a balanced focus among often has a greater chance of success.
- Level of group effectiveness
There are levels of group effectiveness, which is sometimes dependent on the contingency of a situation. If a leader is adroit managing people, members are more efficient in effectively performing assigned works. Since intrinsic motivation (e.g., praise, appreciation) is better than extrinsic motivation, a group’s effectiveness is comparatively dependent among each member in a group. Given the diversity of people’s personality in a group, the level of effectiveness is most often gauged by the group’s “task interdependence” in achieving overall success (Rothwell, 2012, p. 432). No group is effectiveness if it does not attain its targets.
- How conflict is handled
In a group, conflict is handled through “constructive conflict” resolution (e.g., dialogue) (Rothwell, 2012, p. 329), which maintains cordial relations among conflicting parties while they agree to disagree. For example, by dialogue, members get to understand other people’s point of view about an issue. Likewise, in a group, someone acts as the mediator or arbitrator. Should any conflict arise, the group leader makes an unbiased investigation, judgment, and/or resolution. Based on the sufficiency of evidences, the leader can make judicious actions on how to best resolve a conflict. When conflicts are solved, as much as possible, the leader and his/her members ensure the non-reoccurrence of the problem. On a positive note, even when groups resist change, they do so to protect themselves from potential and/or actual vulnerabilities.
References
Hanson, P. G., Hanson, P. G., & Lubin, B. (1995). Answers to Questions Most Frequently Asked about Organization Development. New York: SAGE.
Moe, T. M. (1988). The Organization of Interests: Incentives and the Internal Dynamics of Political Interest Groups. Chicago : University of Chicago Press.
Rothwell, J. D. (2012). In Mixed Company: Communication in Small Groups: Communicating in Small Groups and Teams (Eight ed.). California: Thomson Wadsworth.
