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Group dynamics is a system of behaviors and psychological processes occurring within a social group (intragroup dynamics), or between social groups (intergroup dynamics). The study of group dynamics can be useful in understanding decision-making behaviour, tracking the spread of diseases in society, creating effective therapy techniques, and ...
Team effectiveness (also referred to as group effectiveness) is the capacity a team has to accomplish the goals or objectives administered by an authorized personnel or the organization. [1]
Cog's ladder of group development is based on the work, "Cog's Ladder: A Model of Group Growth", by George O. Charrier, an employee of Procter and Gamble, published in a company newsletter in 1972. The original document was written to help group managers at Procter and Gamble better understand the dynamics of group work, thus improving efficiency.
The first systematic study of group development was carried out by Kurt Lewin, who introduced the term "group dynamics". [5] His ideas about mutual, cross-level influence and quasi-stationary equilibria, although uncommon in the traditional empirical research on group development, have resurged recently.
Lewin is associated with "founding research and training in group dynamics and for establishing the participative management style in organizations". [10] He carved out this niche for himself from his various experiments. In his Berlin research, Lewin utilized "group discussions to advance his theory in research."
The number of possible person-to-person links (L) increases rapidly as the size of the group (N) increases (L = (N² - N) /2). In a four-member group there are six possible pairings; add a fifth member for each of the four to relate to and you have ten pairs. The number of possible two-person links in a group of twelve is 66.
There are a number of antecedents of intragroup conflict. While not an exhaustive list, researchers have identified a number of antecedents of intragroup conflict, including low task or goal uncertainty, [5] increased group size, [6] increased diversity (i.e., gender, age, race), [7] [8] lack of information sharing, [9] and high task interdependence.
Change management processes should include creative marketing to enable communication between changing audiences, as well as deep social understanding about leadership styles and group dynamics. As a visible track on transformation projects, organizational change management aligns groups' expectations, integrates teams, and manages employee ...