Working With Difficult Groups

2. Values & EthicsIAF-HGF C. 26 P. 459 Competencies IAF-HGF C. 30 P. 545 Working With Difficult Groups • How they are difficult • Why they are difficult.* • What you can do. Facilitator/LeadershipEffectiveness What you do * If you want truly to understand something, try to change it. ~ Kurt Lewin If you want truly to change something, try to understand it. ~ Sandy Schuman

3. Group Problem-solving/ Decision-makingEffectiveness Facilitator/LeadershipEffectiveness ProcessEffectiveness GroupEffectiveness OrganizationalEffectiveness SocietalEffectiveness

4. Organizing Effectiveness The Card Game

5. A ↔ B = 138 A ↔ C = 122 B ↔ C = 175 D ↔ A = 76 D ↔ B = 113 D ↔ C = 67 Map These Distances City A is to the north; City B is to the south

6. A C D B

7. A C D B

8. Conflict/ cohesion Control Efficiency Evaluations by external entities Flexibility/ adaptation Growth Information management and communication Morale Planning and goal setting Productivity Profit Quality Readiness Stability Training and development emphasis Utilization of environment Value of human resources Organizational Effectiveness Criteria

9. What is the distance between: Conflict ↔ Planning = ? Control ↔ Stability = ? Control ↔ Morale = ? Productivity ↔ Morale = ? X ↔ Y = ?

10. Competing Values Framework of Organizational Effectiveness Quinn, R. E., and Rohrbaugh, J.A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science, 1983, 29, 363-377.

11. Open Systems Model Human Relations Model Adaptability Flexibility Means: Cohesion, morale Means: Flexibility; readiness Ends: Human resource development Ends: Growth; resource acquisition Internal focus Concern w/ process External focus Concern w/ impact Means: Information management; communication Means: Planning; goal setting Ends: Productivity; efficiency Ends: Stability; control Stability Control Internal Process Model Rational Goal Model

12. Open Systems Model Human Relations Model Adaptability Flexibility Boundary Spanning Skills Human Relations Skills Innovator Mentor Facilitator Broker Internal focus Concern w/ process External focus Concern w/ impact Monitor Producer Coordinator Director Stability Control Directing Skills Coordinating Skills Internal Process Model Rational Goal Model

13. Human Relations Model Open Systems Model Human Relations Skills Boundary Spanning Skills Relational Perspective Political Perspective Rational Perspective Empirical Perspective Coordinating Skills Directing Skills Internal Process Model Rational Goal Model Adaptability Flexibility Participatoryprocess Adaptable process Supportabilityof decision Legitimacyof decision Internal focus Concern w/ process External focus Concern w/ impact Data-basedprocess Goal-centeredprocess Accountabilityof decision Efficiencyof decision Stability Control

14. Three high-order factors of group performance

15. POLITICAL RELATIONAL RATIONAL EMPIRICAL Context Structure Process

18. Values & EthicsIAF-HGF C. 26 P. 459 Competencies IAF-HGF C. 30 P. 545 Working With Difficult Groups • How they are difficult • Why they are difficult.* • What you can do. Facilitator/LeadershipEffectiveness What you do * If you want truly to understand something, try to change it. ~ Kurt Lewin If you want truly to change something, try to understand it. ~ Sandy Schuman

19. Group Problem-solving/ Decision-makingEffectiveness Facilitator/LeadershipEffectiveness ProcessEffectiveness GroupEffectiveness OrganizationalEffectiveness SocietalEffectiveness