GROUP DYNAMICS

DR. T.K. JAIN DEAN ISBM, GYAN VIHAR UNIVERSITY, JAIPUR Jain.tk@gmail.com 9414430763

WHAT IS IT ?
Using group for the larger objectives Handling group conflicts tactfully Motivaing group members for collective efforts = 1+1 =11 Positive synergy +++ negative synergy - - Generating common-ness Complementary skills Lot of interaction and sharing

Aims of the session

Recognise how groups form and function Identify the inter-personal skills developed through group work Relate your knowledge of groups to team projects and other study groups Evaluate your developing inter-personal skills and action plan for change

How is a group different to a team?

Reflect individually on groups you have worked in socially, academically or in a work situation What made some groups feel like being part of a team? Be ready to share your thoughts in one minute

Teams
Are a group of people who have specific task(s) or goals(s) Effective teams will be organised Members will have specific allocated tasks and roles:
leader/coordinator, coach/mentor, achiever, doer, thinker/reflector, timekeeper, note taker, progress monitor, finisher/completer, carer

Teams Action centred leadership model (John Adair, 1986)

Achieving the TASK

Maintaining the TEAM

Developing the INDIVIDUAL

Task orientated behaviour

Identifying aims, resources, people, methods for the task Creating a plan to achieve the task Seeking information/opinions about plans, ideas Giving information/opinions about the task Allocating work responsibilities and resources Checking performance against the plan and adjusting the plan if needed

Team building behaviour

Encouraging others towards the group goals Enable effective internal communications Develop collective maturity and capability Maintaining group discipline, ethics Harmonising reducing tension and building team spirit Problem solving listening to others Expressing group feelings

Individual needs behaviour

Recognising own skills/abilities and using them Assisting and supporting individuals Understanding team members as individuals, listening to them Giving feedback to individuals Withdrawing, being very quiet in discussion Being aggressive/dominating communication

Stages in team/group development

Forming
when the group begins to discuss the task(s) and orientate towards a work plan

Storming
conflicts and tensions emerge when there are different working styles, differing expectations and different work ethics

Norming
beginning to develop mutual trust and effective ways of working

Performing
when effective work patterns are producing the required results

Action planning for team skills development

List the teams you currently work within (seminars, tutorials, fieldwork, project team, study group, peer learning group) What could you do to make these teams more effective? Which roles would you like to develop? Set some time targets and review dates Complete an assessment on your team skills

Team building

1.
2.

3.

4. 5.

Based on the assumption that success in work groups results from a collaborative interdependence that develops through practice. Five key components to the team building process: Goal Setting through a consensus building process the specific tasks that must be completed to achieve the group goal. Role Definition team members must know their role responsibilities, but they must also know the responsibilities of other team members. Interpersonal Process Analysis group members should be encouraged to study the patterns of communication, decision making, attraction, and conflict. The resulting information should be used to improve the group dynamics. Cohesion Building creating situations that improve team spirit. Continually developing trust, cooperation, and group identity. Problem Solving members should be encouraged to identify problems that undermine the ability to accomplish the stated goals, and propose solution strategies to over come the problems. If the solutions are not successful alternative solutions must be found.

CHAKDE! INDIA The Story

MAKING THE IMPOSSIBLE, POSSIBLE..." Leadership on its way again.

Chak De India is the story of a coach's fight of making his team, Team India, by overcoming their diverse backgrounds. It's a story about honesty, determination, perseverance, sincerity integrity, and human spirit to fight and win. A story to remind the nation of its National sport

Kabir Khan- Once the hero of Indian Hockey, the best centre forward in the world, the man a nation found a hero in. And the man it sentenced to hell. Now he has decided to make a last comeback to the game he once loved, to reclaim his lost honor and prove his point to the nation he still loves.

Kabir Khan knows what it's like to come back from the dead. The ex Indian Captain has now come back as the Coach of the Indian Women's National Hockey team. A team that exists more on paper and less in reality.

Kabir Khan aims to achieve the impossible by making a rag-tag bunch of girls into a team. And he is eyeing nothing less than World Championship. The only problem is it is easier said than done.

The team is a rag-tag bunch of girls with their own agenda. The girls have never known the thrilling energy of being Team India. Of giving their all to see their country's name on a trophy.

They have played every game of hockey to make sure they get selected every year in the Indian National team. But what does it really mean to play for the Indian National team? To play for India? The girls have never known the thrilling energy of being Team India

But Kabir Khan, once a captain, now forgotten, does.

Will to Win!
Kabir Khan knows what it takes to get there. And what it means to return empty handed. This time, he wants to make sure that it's different. He knows there are no second chances.

Kabir believes that it is not that we can't win. It's just that we have never believed we can

To believe in self

The Khalnayak: Bindia Naik

At times, even the best and the most experienced person if not handled properly could lead to disastrous results for the team. However if channelized in the correct direction, the same person will certainly yield rich dividends (as seen in semi-finals and finals)

Despite all odds, Kabir believes that if only the girls played as one, anything would be possible

Race is Not Over--- BCoz we havent won yet

None of us are as Strong as all of us..

Team India Wins the World Cup.

Winners Dont quit, Quitters dont Win

Kabir Khan The Coach

An expert, an ex-captain of Team India. A Leader who leads by examples. A Leader who leads from the front. A Mentor. An architect of a TEAM-Team India. It is not about individual brilliance but all about Excellence as a TEAM. A TEAM is for a common cause .

Kabir Khan The Coach

Paints a BIG PICTUREWorld Champions in Womens Hockey! A strict disciplinarian. Ruthless about Processes & the Implementation of those. High concern for his coachees as well. Very high levels of commitment, sacrifice & determination. ! Eye for details-A Perfectionist.

Kabir Khan The Coach

No place for Mediocrity in his Team. Kabir wants the BEST out of his TEAM & nothing less than that. Kabir knows the S.W.O.T of his coachees. Identified the Areas of Reinforcement & also the Areas of Development. Uses Different Strokes for different Forks- Tailor Made Approach.

Kabir Khan The Coach

Explains & Demonstrates-But Never Does their Job. Encourages as Well. Kabir reviews performances and gives immediate Feedback for Course Correction.

Kabir is an expert in snubbing the No, No s and the Demoralizers in the TEAM.

Kabir Khan The Coach

Always pumps in Enthusiasm & Positive Energy in his Team. Very skillful in utilizing an Individuals talent for the greater interest of the TEAM.

Seeks Commitment-Ensures Execution as well!

KABIR is .. A People Accepted Leader & not an Institution Imposed Leader.

There is a KABIR in ALL of US!

Can we bring him OUT!

CHAK DE!

Good old lessons in teamwork from an age-old fable

The Tortoise And The Hare

Once upon a time a tortoise and a hare had an argument about who was faster.
Thats not true. The fastest runner is me!

Im the fastest runner.

They decided to settle the argument with a race. They agreed on a route and started off the race.
Ok, lets have a race.

Fine!

The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he'd sit under a tree for some time and relax before continuing the race.
Poor guy! Even if I take a nap, he could not catch up with me.

He sat under the tree and soon fell asleep.

The tortoise plodding on overtook him and soon finished the race, emerging as the undisputed champ.

The hare woke up and realized that he'd lost the race.

The moral of the story is that slow and steady wins the race. This is the version of the story that we've all grown up with.

The story continues

The hare was disappointed at losing the race and he did some soul-searching. He realized that he'd lost the race only because he had been overconfident, careless and lax. If he had not taken things for granted, there's no way the tortoise could have beaten him.

Why did I lose the race?

So he challenged the tortoise to another race. The tortoise agreed.

Ok.

Can we have another race?

This time, the hare went all out and ran without stopping from start to finish. He won by several miles.

The moral of the story? Fast and consistent will always beat the slow and steady. If you have two people in your organization, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organizational ladder faster than the slow, methodical chap. It's good to be slow and steady; but it's better to be fast and reliable.

But the story doesn't end here

The tortoise did some thinking this time, and realized that there's no way he can beat the hare in a race the way it was currently formatted. How can I can win the hare?

He thought for a while, and then challenged the hare to another race, but on a slightly different route. The hare agreed.

Can we have another race? This time well go through a different route.

Sure!

They started off. In keeping with his selfmade commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river. The finishing line was a couple of kilometers on the other side of the river. Goal

The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race.

What should I do?

The moral of the story? First identify your core competency and then change the playing field to suit your core competency. In an organization, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you.

If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs.
Working to your strengths will not only get you noticed, but will also create opportunities for growth and advancement.

The story still hasn't ended

The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realized that the last race could have been run much better.

So they decided to do the last race again, but to run as a team this time.

Great! I think we could do it much better, if we two help each other.

Hi, buddy. How about doing our last race again?

They started off, and this time the hare carried the tortoise till the riverbank.

There, the tortoise took over and swam across with the hare on his back.

On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they'd felt earlier.

The moral of the story? It's good to be individually brilliant and to have strong core competencies; but unless you're able to work in a team and harness each other's core competencies, you'll always perform below par because there will always be situations at which you'll do poorly and someone else does well. Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.

There are more lessons to be learnt from this story. Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure. The tortoise changed his strategy because he was already working as hard as he could. In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both.

The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far
better.

When Roberto Goizueta took over as CEO of Coca-Cola in the 1980s, he was faced with intense competition from Pepsi that was eating into Coke's growth. His executives were Pepsi-focused and intent on increasing market share 0.1 per cent a time. Roberto decided to stop competing against Pepsi and instead compete against the situation of 0.1 per cent growth.

He asked his executives what was the average fluid intake of an American per day? The answer was 14 ounces. What was Coke's share of that? Two ounces. Roberto said Coke needed a larger share of that market. The competition wasn't Pepsi. It was the water, tea, coffee, milk and fruit juices that went into the remaining 12 ounces. The public should reach for a Coke whenever they felt like drinking something. To this end, Coke put up vending machines at every street corner. Sales took a quantum jump and Pepsi has never quite caught up since.

To sum up, the story of the hare and tortoise teaches us many things: Never give up when faced with failure Fast and consistent will always beat slow and steady Work to your competencies Compete against the situation, not against a rival. Pooling resources and working as a team will always beat individual performers

Lets go and build stronger teams!

Plane Crash Scenario

Your plane has made a crash landing in a barren desert. It is August. The days are scorching hot and the desert nights are cold. Luckily, all 12 passengers have survived. You are 65 miles from the nearest town. Individually, choose from the chart and rate the 10 most important items for survival of everyone. Next, discuss and rank your survival items as a team for discussion.

Survival Items
(rank them in priority.)
parachute Topographic map of the area Mirror Book: What to eat in Desert

Step 1
Personal ranking

Step 2
Group Ranking

Handgun with bullets compass Bottle of salt tablets

One overcoat per person flashlight 2 liters of water