Dynamics between the members of the group refers to the interaction that happens between all the members of a group. Here one needs to focus not just on an individual, but on all the individuals and their interaction with each other (Nazarro & Strazzabosco, 2009). Focussing thus on the bigger picture will help assess alliances, system ic functions, interpersonal patterns and group stages. On a bigger scales, comparing the inter dynamics of a group to that of organisational behaviour, one would realise that the inter group dynamics is simply the micro-level interaction compared to the macro-level of the organisation. In an organisation, with increasing diversity, interactions between individuals -- vertically, horizontally and diagonally -- all are of much importance in order for everyone to be satisfied with coherent needs, helping them all achieve their goals, as well as coordinate in order to achieve the common company goal (Lau & Murnighan, 1998). The same dynamics work in a group.
Group structure, Process and Teams
Once a group is formed, it undergoes several stages. The group members are arranged in an organised pattern. The hierarchy and interpersonal relationships determine the kind of group structure that emerges. So basically, group structure is the sum of roles, rules and inter-member relations (Forsyth, 2006). One of the group processes which emerge when a group is formed follows the following basic path (Thenmozhi, n.d.):
Forming Storming Norming Performing Adjourning
As the group is formed, it decides upon one basic role and begins the process of discussing the ways to reach its goal. This is called storming. Next follows the basic dos and don'ts of the process which can be termed as Norming. The next step is to function on the path decided in previous steps. This is performing. Lastly, once the goal is achieved the group can be adjourned. Throughout the process, the group members are required to indulge into creative thinking, agree to common ground and norms and work in cohesion with each other to turn into a team to achieve the group's goal.
For those uninitiated, there is a difference between a group and a team. Group is a group of two or more people interacting together to achieve a common goal. A team is where there is a sense of member-dependence and people move in sync in order to reach a common goal. It can be said that while all teams start as groups, not all groups become a team. Further, the skill set in a group is chosen randomly while a team has complimentary skill sets allotted, therefore, a team is a careful selection of skills (Ivancevich et al, 2013).
Group Conflicts and Their Resolution
There are two types of conflicts which happen within a group -- functional and dysfunctional (Omisore & Abiodun, 2014). Almost all companies invite or seek functional confrontations or conflict within the group as it enhances the overall thinking capacity of the group and improves their output. A group where there is no conflict might become stagnant. However, the dysfunctional conflict is which proves to be harmful for the growth of the group and the company. This kind of conflict should be eliminated by the company in order to not harm the overall group productivity. It is a proven fact that if conflicts are not addressed, they might escalate further due to the psychological barriers (Ross and Ward, 1995). In general, there are three types of conflict resolution strategies: win-lose, win-win, and lose-lose (Blake et al, 1964)). The first type of strategy involves one of the parties to compromise; the second approach requires both parties to be dominated by the third party who takes the decision; the last approach is where the third party takes action so that both the parties are left satisfied. The fact is that inter-group dynamics and behaviour is very similar to the overall organisational behaviour because, after all, an organisation is also a large group comprising of smaller ones.
Group Leadership
A group does not always have a leader. For example, autonomous work groups or self managed teams do not always have a group leader assigned to them and such groups generally function on the basis of inter-personal relationships and goals realisation. In general, there are two ways through which a group leader can be selected -- Assigned or Emergent. The assigned way is where a group leader is pre-selected by seniors and assigned to the group. The "emergent" way is where over a course of group development, one of its members emerges as the leader automatically (O'Reilly et al, 2010).
Group Communication and Resolution
In a group, when the group leader or manager fails to share information with the rest of the group members, it might create a kind of disillusionment amongst the group members, thus deteriorating the group output. Some of the ways that communication becomes a hindering factor can be where directives are not properly understood, jokes and remarks are distorted, etc. In order to resolve this type of problem, it is important to recognize the conflict and solve it using the process approach or the structural approach (Spaho, 2013). While the process approach requires revising the communication process, the structural process requires bringing changes to the structure of the group.
Reference List
Blake, R.R., Shepard, H.A., & Mouton, J. S. (1964). Managing intergroup conflict in industry. Houston, Texas: Gulf.
Forsyth, D.R. (2006). Group Dynamics. 4th ed. New York: Thomson Wadsworth. https://www.cengagebrain.com.mx/content/forsyth68220_0534368220_02.01_chapter01.pdf
Ivancevich, J. M., Deceased, R.H., Chair, L.C.C., Behavior, O., Bauer, C.T., Behavior, E.O. (2013). Organizational Behaviour and Management, 10th Ed. New York: McGraw Hill Higher Education.
Lau, D.C. & Murnighan, J.K. (1998). Demographic Diversity and Faultlines: The compositional Dynamics of Organizational Groups. The Academy of Management Review, 23(2), 325-340. https://www.researchgate.net/profile/Dora_Lau/publication/259461922_Demographic_Diversity_and_Faultlines_The_Compositional_Dynamics_of_Organizational_Groups/links/0c96052bd053167cd5000000.pdf
Nazzaro, A.M. & Strazzabosco, J. (2009). Group Dynamics and Team Building. Hemophilia Organization Development, 4. http://www1.wfh.org/publication/files/pdf-1245.pdf
Omisore, B.O. & Abiodun, A.R. (2014). Organizational Conflicts: Causes, Effects and Remedies. International Journal of Academic Research in Economics and Management Sciences. 3(6), 118-137. http://hrmars.com/hrmars_papers/Organizational_Conflicts_Causes,_Effects_and_Remedies.pdf
O'Reilly, C.A., Caldwell, D.F., Chatman, J.A., Lapiz, M. & Self, W. (2010). How leadership matters: The effects of leaders' alignment on strategy implementation. The Leadership Quarterly, 21, 104-113. http://unpan1.un.org/intradoc/groups/public/documents/apcity/unpan050806.pdf
Ross, L. and Ward, A. (1995). Psychological Barriers to Dispute Resolution. In M. Zanna (ed), Advances in Experimental Social Psychology, 27, 255-304. San Diego, Ca: Academic Press.
Spaho, K. (2013). Organizational Communication and Conflict Management. Management, 18, 103-118. https://www.efst.hr/management/Vol18No1-2013/6-Spaho.pdf
Thenmozhi, M. (n.d.). Group Behavior. National Programme on Technology Enhanced Learning. http://www.nptel.ac.in/courses/122106031/Pdfs/7_1.pdf
