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GROUPS AS SYSTEMS Chapter Two

GROUPS AS SYSTEMS Chapter Two. What is a System ?. “A system is a set of interconnected parts working together to form a whole in the context of a changing environment” (Infante et al., 1997; Littlejohn, 1999). SYSTEMS CONTINUED. A system is composed of:

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GROUPS AS SYSTEMS Chapter Two

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  1. GROUPS AS SYSTEMSChapter Two

  2. What is a System ? “A system is a set of interconnected parts working together to form a whole in the context of a changing environment” (Infante et al., 1997; Littlejohn, 1999).

  3. SYSTEMS CONTINUED A system is composed of: • Input (resources from outside: people, information) • Throughput (process of transforming input into output) The process involves roles, rules, norms, power, procedures, strategies, etc. • Output (decisions made, solutions to problems, projects completed, and cohesiveness enhanced, member relationships)

  4. INTERCONNECTEDNESS CONTINUED • A group is composed of individual members interrelated with each other. • The behavior of one member affects the entire group, especially if the behavior is disruptive.

  5. THE RIPPLE EFFECT: A CHAIN REACTION • In a system, one part can have an impact on the whole. • The ripple effect or chain reaction spreads across the entire system much like a pebble tossed into a pond and forces adjustments. • The ripple effect does not have to be a negative experience. • Recognizing the importance of the ripple effect means paying close attention to your own impact on groups.

  6. DEALING WITH DIFFICULT GROUP MEMBERS Steps To Deal With Difficult Group Members • Make certain the group climate is cooperative. • Change your communication in relation to a difficult person’s behavior, such as: Don’t Placate the troublemaker, Refuse to be goaded into a reciprocal pattern, Have an out-of-body experience, Don’t provide a soapbox for the troublemaker.

  7. DIFFICULT MEMBERS CONTINUED • Attempt to convert disruption into a constructive contribution. • Confront the difficult person directly. • Separate yourself from the difficult person if all else fails.

  8. SYNERGY: ONE PLUS ONE EQUALS A TON What Is Synergy? • The whole is not necessarily equal to the sum of its parts. • It may be greater than the sum of its individual parts. • Syn = together + ergon = work, occurs when group performance from joint action of members exceeds expectations based on perceived abilities and skills of individual members.

  9. SYNERGY CONTINUED What Is Negative Synergy? • Negative Synergy occurs when group members working together produce a worse result than expected based on perceived individual skills and abilities of members. • The whole is worse than the sum of its parts.

  10. ADAPTABILITY TO CHANGE • Systems are never in a static state. • They are in a constant state of becoming until they terminate. • You do not have a choice between change and no change. • The choice is, can a system (group) adapt to changes that are certain to occur?

  11. DYNAMIC EQUILIBRIUM: MANAGING STABILITY AND CHANGE • All systems attempt to maintain stability and to achieve a state of equilibrium (homeostasis) by resisting change, but not system can avoid inevitable change. • Too much stability can produce stagnation and tedium. • Too much change can produce chaos and group disintegration.

  12. METHODS OF BOUNDARY CONTROL: ERECTING BARRIERS • Groups establish boundaries by erecting physical, psychological, and linguistic barriers, and by establishing rules, roles, and networks. Explain the following: Physical Barriers Psychological Barriers Linguistic Barriers Rules Roles Networks

  13. BOUNDARY CONTROL AND GROUPEFFECTIVENESS: OPEN AND CLOSED SYSTEMS • Although all groups set boundaries, there is a strong bias in American culture that encourages openness, and discourages closedness or rigid boundaries. • A closed society is likened to China or North Korea. • Highly closed, isolated groups are often referred to as cults. • The belief that openness is always good and closedness is always bad is a faulty one

  14. INFLUENCE OF SIZE Focus Questions • What is the most appropriate size for a decision-making group? • What distinguishes a small group from a large one? • How are groups and organizations different?

  15. EFFECTS OF INCREASING GROUP SIZE Increases • Complexity • Factionalism/cliques • Formality-more hierarchical • Information distortion Decreases • Participation in group discussion • Cooperation (in very large group) • Pressure to conform – coalitions likely to form in opposition to group norms

  16. EFFECTS OF INCREASING GROUP SIZE Increases • Quality decision making (unless group becomes too large and unwieldy) • Difficult achieving consensus/majority vote often substituted • Likelihood talkative members become leaders Decreases • Member satisfaction with group experience (10 or more) • Access to information • Flow negative information to top of hierarchy • Speed of decision making

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