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Group Processes

Group Processes. Best Team. Dialogue and Inquiry. Leadership. Harmonious Team Relationships aka Conflict Management. Stages. Of Group. Forming. Storming. Development. Adjouring. Performing. Norming. Stages of Group Development. IV. I. Forming. Performing. “I”. “It”.

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Group Processes

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  1. Group Processes Best Team Dialogue and Inquiry Leadership Harmonious Team Relationships aka Conflict Management

  2. Stages Of Group Forming Storming Development Adjouring Performing Norming

  3. Stages of Group Development IV I Forming Performing “I” “It” Norming Storming “We” III II

  4. Group Development: Maturity & Tasks Independence Performing Norming Cohesion Storming Conflict Dependence Forming Problem Solving Data Flow Orientation Organization

  5. Best Team Experience • Recall the best team experience you’ve ever been a part of. • Describe your experience to your group. • Listeners should be curious, engage the speaker with questions for explanation and clarity. • What about themselves, the situation, the task, and others made this a "peak" experience?

  6. Appreciative Inquiry • Reframe a situation by asking – “what do we want more of?” • Find examples of success • Determine causes of success • See where those successes can take you • Design and follow-through on actions to take

  7. The “4-D” Cycle Discovery (The best of what is) Appreciating Delivery (How to empower, learn, and improvise) Innovating & Sustaining Dream (What is the org calling for) Envisioning Results Conduct inquiry on topic(s) and assemble learning. Create and realize the innovations identified through the process. Plan how to bring the image to reality. Create an image of the organization as it would be if “root causes of success” were widespread. Design (What is our ideal?) Co-creating Appreciative Inquiry process, Dr. David Cooperrider, Case Western Reserve University

  8. Two-way exchange Authentic - high degree of candor Willingness to disclose reasoning (“what” and “why”) It is safe to challenge, question, refute, and reflect Confirmation of personal competence Freedom from coercion Willingness to change position Trying to see the world through the other’s eyes There are no agendas other than to seek understanding Unpredictable RealDialogue

  9. Barriers to Candor • Fear of being treated harshly • Fear of hurting someone • Fear that communication skills aren’t good enough • Fear of retaliation • “The Undiscussibles”

  10. DIALOGUE... is not a difference in technique but a difference in relationship.

  11. The Paradox “In order for organizational members to risk engaging in dialogue, the organization must have a climate that supports the development of individuals as well as the development of the organization; yet that climate is unlikely to come into being until individuals are able to engage in dialogue. “The only place such a change can begin is with individuals -- not the individual in isolation but individuals in community. When a group of individuals begins to change, even a nonsanctioned group, the organization has begun to change. “Perhaps the first step in moving beyond the paradox is to name it -- that is, to publicly identify the situation in which organizations find themselves, to raise it to the level of public discussion, of dialogue.” - Nancy M. Dixon

  12. Group Effectiveness – A Dialogue • Small Groups (30 minutes): • Best Team • Leadership • Conflict Management • Large Group (30 minutes)

  13. Two-way exchange Authentic - high degree of candor Willingness to disclose reasoning (“what” and “why”) It is safe to challenge, question, refute, and reflect Confirmation of personal competence Freedom from coercion Willingness to change position Trying to see the world through the other’s eyes There are no agendas other than to seek understanding Unpredictable Debrief Process - RealDialogue

  14. Debrief Content Best Team Dialogue and Inquiry Leadership Harmonious Team Relationships aka Conflict Management

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