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GROUP DYNAMICS

GROUP DYNAMICS. I – PERCEPTION AND SUGGESTION Definitions Perception, suggestion and memory Vicarious learning II – THE MULTI-HEADED CREATURE: What is a group? Group model: Small group development Group influence III – CLASSROOM MANAGEMENT: Autocratic style

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GROUP DYNAMICS

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  1. GROUP DYNAMICS

  2. I – PERCEPTION AND SUGGESTION Definitions Perception, suggestion and memory Vicarious learning II – THE MULTI-HEADED CREATURE: What is a group? Group model: Small group development Group influence III – CLASSROOM MANAGEMENT: Autocratic style Democratic style Delegative style

  3. DEFINITIONS • Perception: process of gaining awareness/ understanding of the environment and self by processing sensory information. • Suggestion is the psychological process by which one person guides the thoughts, feelings, or behavior of others. • ------------------------------------------- • Group dynamics: the interactions that influence the attitudes and behavior of people when they are grouped with others through either choice or accidental circumstances.

  4. Perception, Suggestion & memory…? • 1. Memory & emotions • 2. Memory and associations • What do you suggest about your professional identity? • What do you suggest about your place in the group? • What do you suggest about the group? These factors influence group development through vicarious learning.

  5. Vicarious learning • Learning through observation observation through • Learning

  6. The multi-headed creature… What is a group? • DEFINITION: 2 or more people who, for a period of time, interact with and influence one another and perceive one another as "us.“ Group dynamics: Interactions that influence the attitudes and behavior of people when they are grouped with others.

  7. Small group development • 1. Forming • 2. Storming • 3. Norming • 4. Performing • 5. Adjourning Bruce W. Tuckman

  8. FORMING • As the new group member, your individual behavior is motivated by a desire to be accepted by the other group members and avoid controversy or conflict. • As a result you tend to avoid conflicts/serious issues and focus on structural tasks.  • New group members are gathering information and forming impressions about each other, the task to fulfill and how to deal with these factors.  • Comfortable stage where avoidance of threats reduces the amount of work done.

  9. STORMING • Individual personality traits emerge as important issues are being addressed and confrontation will arise.  • Roles and responsibilities are attributed within the group. Some will welcome dealing with the real issues, others will wish to remain in the comfort and security of stage 1.  • The culture of the organization and the individuals will determine how conflicts are handled: some individuals may feel empowered or angered. they will look for structural clarity and rules to prevent conflicts from surfacing.

  10. NORMING • The rules of engagement have been established. The scope of the group's tasks and responsibilities are clear and agreed upon.  • Group members have a better understanding of each other, individual skills, experience and weaknesses.  They know how to work with their differences and feel more cohesive and effective as a group. • Individuals have had to work hard to reach this stage, and may be resistant to change, especially from the outside for fear that the group will break up or revert to stage 2.

  11. PERFORMING • Not all groups reach this stage. It is characterized by a state of interdependence and flexibility. Good understanding and ability to work together. Level of trust that allows independent activity.  • Roles and responsibilities easily evolve according to need.  • Group identity, loyalty and morale are fairly high. Individuals are equally task and people-orientated. High degree of comfort that promotes effective work.

  12. ADJOURNING • Completion and disengagement, both from the tasks and the group members.  • Exerted sense of identity and achievement.  • Need to recognize achievements to consciously move on which may lead to mourning associated to sense of loss felt by group members.

  13. Group influence: • Social loafing • Facilitation • Deindividuation

  14. Management styles: • 1. Autocratic or authoritarian • 2. Democratic: participative/authoritative • 3. Laissez-faire: free reign/delegative

  15. Questions to ask yourself • Who is my group? • Who are the group members? • Where are the members in the developmental process? • Where do I fit in this group? • What is my role? • What do I suggest to the rest of the group? • What is the task at hand?

  16. Work cited • Donelson, R. Forsyth. Group Dynamics, 5th Edition. University of Richmond, 2010. • Levi, Daniel. Group Dynamics for Teams, 3rd Edition. Sage, 2011. • Bernstein, Douglas, and Peggy Wright. Nash. Essentials of Psychology. Boston, MA: Houghton Mifflin, 2008. Print. • "Group Development." Wikipedia. Wikimedia Foundation, 11 Apr. 2011. Web. 25 May. 2011. <http://en.wikipedia.org/wiki/Group_development>. • Tuckman." Chimaera Home. Web. 11 Apr. 2012. <http://www.chimaeraconsulting.com/tuckman.htm>.

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