Week 15

November 21-26, 2022

Chapter 13 I GROUP BEHAVIOR, TEAMS AND
Group Dynamics

CONFLICT Factors Affecting

Group
Performance

Individual versus
Group
Performance

Teams
Psy 1208 INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY
Faculty: A. EDWIN B. ARUELO, MBM, DipWLD
1st Sem SY 2022-2023 I aaruelo@feu.edu.ph
Group Conflict
“Psychology in the Workplace”
 1
Group Dynamics
What is a
Group?
Group
• is a collection of
two or more
people who come
or work together
to achieve
common goals
and interest.
 Four Criteria (Gordon, 2001)
The members of the group must see Two or more people. Members
themselves as a unit; perceived themselves as a group
Group Rewards. Membership must
The group must provide rewards to be rewarding for each individual in
its members; a group
Corresponding effects . An event
that affects one member of a group
Anything that happens to one member of the will affect the other group
group affects every other member; and members.

The members of the group must share a Common goal. An aim or purpose
shared by members of a group.
common goal.
Why
People Join Psychological Commonality
Needs • Common
Groups • Affiliation interests
• Identification • Common goals

Survival Needs Situational

• Emotional Reasons
support • Physical
• Assistance or proximity
help • Assignment
What is
Group
Dynamics?
Group
Dynamics
• the interaction of
forces among
group members in
a social situation
Factors Affecting Group
2
Performance
Factors Affecting
Group Performance
Group Cohesiveness
Communication Structure
Group Roles
Presence of Others
Type of Task
Individual Dominance
Groupthink
 Group cohesiveness. The extent to

Factors Affecting
which members of a group like and
trust one another.
Group Cohesiveness
• Group Homogeneity
• Homogeneous
• Heterogeneous
• Slightly heterogeneous
• Stability of Membership
• Isolation
Homogenous groups. Members
• Outside Pressure share the same characteristics.
• Group Size
• Group Status Heterogenous groups. Members
share the few similarities.
 Stability. The extent to which

Factors Affecting
members of a group remains
consistent over a period of time.
Group Cohesiveness
• Group Homogeneity
• Homogeneous
• Heterogeneous
• Slightly heterogeneous
• Stability of Membership
• Isolation Isolation. The degree of physical
• Outside Pressure distance of a group from other groups.
• Group Size Outside Pressure. The amount of
• Group Status psychological pressure placed on a group by
people who are not members of the group.
Group Size
The number of
members in a group

• Smaller is best for

cohesiveness

• Performance depends on
task type
• additive tasks
• conjunctive tasks
• disjunctive tasks
14
Examples of Task Types
Task Type Group Activity
Additive Tasks for which the group’s Relay race
performance Bowling team
is equal to the sum of the Car washing
performances of each individual
group member.
Disjunctive Tasks for which the performance of a Problem solving
group is based on the performance Brain storming
of its most talented member. Golf tournament
Conjunctive Tasks for which the group’s Assembly line
performance Hiking
is dependent on the performance of
the least effective group member.
Group
Status
The esteem in which the
group is held by people
not in the group.
Communication
Structure
The manner in which
members of a group
communicate with one
another.
Group Task Oriented

Roles • offering new ideas

• coordinating activities
Social Oriented
• encouraging cohesiveness
• encouraging participation
Individual
• blocking group activities
• calling attention to oneself
Presence of Others
• Social Facilitation and Inhibition
• mere presence of others
• comparison of performance
• evaluation apprehension

• Social Loafing
• effort won’t be noticed
• free-rider theory
• sucker-effect theory
 Social Facilitation Audience Effects
• The positive effects that • The effect on behavior
occur when a person when one or more people
performs a task in the passively watch the
presence of others. behavior of another
Social Inhibition person.
Coaction
• The negative effects that
occur when a person • The effect on behavior when two
performs a task in the or more people are performing
presence of others. the same tasks in the presence
of others
Social Loafing
Individual
Dominance
• By the group
leader

• By a group
member
23
Groupthink
A state of mind in which a group
is so concerned about its own
cohesiveness that it ignores
important information.

People are driven by a desire for

harmony within a decision-
making group, overriding realistic
appraisal of alternatives
 • is cohesive
Groupthink
• is insulated from outsiders
Can occur when
the group: • believes it is infallible
• it is morally superior
• is under pressure to
conform
• has a leader who promotes
a favorite solution
• has gatekeepers who keep
information from members
Groupthink
Devil’s advocate
A group member who
intentionally provides an
opposing opinion to what has
been expressed by the leader
or the majority of the group.
Individual versus Group
3
Performance
Nominal group. A collection
of individuals whose results are
pooled but who never interact
with one another.

Interacting group. A collection

of individuals who work
together to perform a task.
Interacting
Groups Individuals
•Have higher (nominal groups)
quality •Are more
decisions creative
•Are more •Make a
decision more
risky quickly
A technique in which ideas
are generated by people in a
group setting.
 4
Teams
Is there a difference?
• A work team is “a
collection of three or
more individual who
interact intensively to
provide an
organizational product,
plan, decision, or
service” (Devine, Clayton,
Philips, Dunford, and Melner,
1999)
What is a Work Team?
Donnellon (1996)

• Identification
Interdependence. The extent to which team
• Interdependence members need and rely on other team
members.
• Power differentiation
• Social distance Power differentiation. The extent to which
team members have the same level of power

• Conflict management
and respect.

tactics Social distance. The extent to which team

members treat each other in a friendly,
• Negotiation process informal manner.
 Work Team Project Team Management Team

Parallel Team

Types of Teams
Parallel teams, also called
cross-functional teams, they
consist of representatives from
various departments (functions)
within an organization.
Virtual Team
How Teams are developed
2 Theories Punctuated
Equilibrium Theory
Tuckman Theory
(Gersick, 1988)
“Stages of Team
“Rather than forming in stages,
Development (1965) teams develop direction and
“As members of the team strategy in the first meeting,
become familiar with each follow this direction for a period
other, the team itself of time, and then drastically
becomes more mature as revise their strategy about
relationships become halfway through the life of the
established.” team.”
Stages of Team Development (Bruce Tuckman, 1965)
Actions
Values Trust
Facts Emotions
 Punctuated Equilibrium Theory (Gersick, 1988)
• Teams do not go
through set stages
• Basic method of
formation
• Develop direction and
strategy during first
meeting
• Follow this direction for
a period of time
• Revise their strategy
about half-way
(midpoint) thorough
the life of the team
“I AM READY TO
PASS ON THIS
COMPANY
 Why Teams Don’t
Always Work
4
4

• The team is not a team

• Excessive meeting requirements
• Lack of empowerment
• Lack of skill
• Distrust to the team process
• Unclear objectives
 5
Group Conflict
Group Conflict
46
Conflict
Defined
Psychological and behavioral
reaction to a perception that
another person is
• Keeping you from
reaching a goal
• Taking away your right
to behave a certain way
• Violating the
expectancies of a
relationship 47
Conflict can be FUNCTIONAL or DYSFUNCTIONAL
 Dysfunctional
Functional
conflict
conflict
• Conflict that
• Conflict that
keeps
keeps results
people from
in increased
working
performance
together,
or better
lessens
interpersonal
productivity,
relations
spreads to
other areas,
or
increases
turnover.
Consequences of
Dysfunctional
Conflict
• Decreased productivity
• Low morale
• Absenteeism
• Stress
• Turnover
• Law suits
• Violence

52
Types of Conflict
Types of Difficult People
Type Need Description
Tank Control Pushes, yells, intimidates
Sniper Control Uses sarcasm, criticizes
Know-it-all Control Dominates conversations
Whiner Perfection Constantly complains
No person Perfection Disagrees with everything
Nothing person Perfection Doesn’t do anything
Yes person Approval Agrees to everything
“Don’t counterattack
Maybe person
or offer excuses, hold your
Approval Won’t commit or make a decision
Grenade Attention
ground.”
Throws tantrums
Friendly sniper Attention Uses jokes to pick on others
Think-they-know-it-all Attention Exaggerates, lies, gives advice
Types of Difficult People
Type Need Description
Tank Control Pushes, yells, intimidates
Sniper Control Uses sarcasm, criticizes
Know-it-all Control Dominates conversations
Whiner Perfection Constantly complains
No person Perfection Disagrees with everything
Nothing person Perfection Doesn’t do anything
Yes person Approval Agrees to everything
Maybe person Approval Won’t commit or make a decision
“Call them on their sarcasm and have them explain
Grenade Attention Throws tantrums
what was really behind their comment.”
Friendly sniper Attention Uses jokes to pick on others
Think-they-know-it-all Attention Exaggerates, lies, gives advice
Types of Difficult People
Type Need Description
Tank Control Pushes, yells, intimidates
Sniper Control Uses sarcasm, criticizes
Know-it-all Control Dominates conversations
Whiner Perfection Constantly complains
No person Perfection Disagrees with everything
Nothing person Perfection Doesn’t do anything
Yes person Approval Agrees to everything
Maybe person Approval Won’t commit or make a decision
Grenade Attention Throws tantrums
“Acknowledge
Friendly sniper
their knowledge,
Attention
make your statements
Uses jokes to pick on others
appearExaggerates,
Think-they-know-it-all Attention
as if theylies,
aregives
in agreement”
advice
Types of Difficult People
Type Need Description
Tank Control Pushes, yells, intimidates
Sniper Control Uses sarcasm, criticizes
Know-it-all Control Dominates conversations
Whiner Perfection Constantly complains
No person Perfection Disagrees with everything
Nothing person Perfection Doesn’t do anything
“Focus on their
Yes person Approval Agrees to everything
complaints on specifics
Maybe person Approval Won’t commit or make a decision
Grenade Attention
and solutions”
Throws tantrums
Friendly sniper Attention Uses jokes to pick on others
Think-they-know-it-all Attention Exaggerates, lies, gives advice
Types of Difficult People
Type Need Description
Tank Control Pushes, yells, intimidates
“Don’t rush them or argue; acknowledged
Sniper Control Uses sarcasm, criticizes
Know-it-all
their
Control
good intentions..”
Dominates conversations
Whiner Perfection Constantly complains
No person Perfection Disagrees with everything
Nothing person Perfection Doesn’t do anything
Yes person Approval Agrees to everything
Maybe person Approval Won’t commit or make a decision
Grenade Attention Throws tantrums
Friendly sniper Attention Uses jokes to pick on others
futility,
Think-they-know-it-all Attention Exaggerates, lies, gives advice
Types of Difficult People
Type Need Description
Tank Control Pushes, yells, intimidates
Sniper Control Uses sarcasm, criticizes
Know-it-all Control Dominates conversations
“BeWhiner
patient andPerfection
ask them open-ended questions.”
Constantly complains
No person Perfection Disagrees with everything
Nothing person Perfection Doesn’t do anything
Yes person Approval Agrees to everything
Maybe person Approval Won’t commit or make a decision
Grenade Attention Throws tantrums
Friendly sniper Attention Uses jokes to pick on others
Think-they-know-it-all Attention Exaggerates, lies, gives advice
Types of Difficult People
Type Need Description
Tank Control Pushes, yells, intimidates
Sniper Control Uses sarcasm, criticizes
“Talk honestly andControl
Know-it-all let the person knowconversations
Dominates that it
Whiner isPerfection
safe to disagree withcomplains
Constantly you.”
No person Perfection Disagrees with everything
Nothing person Perfection Doesn’t do anything
Yes person Approval Agrees to everything
Maybe person Approval Won’t commit or make a decision
Grenade Attention Throws tantrums
Friendly sniper Attention Uses jokes to pick on others
Think-they-know-it-all Attention Exaggerates, lies, gives advice
Types of Difficult People
Type Need Description
Tank Control Pushes, yells, intimidates
Sniper Control Uses sarcasm, criticizes
Know-it-all Control Dominates conversations
Whiner Perfection Constantly complains
No person Perfection Disagrees with everything
Nothing person Perfection Doesn’t do anything
Yes person Approval Agrees to everything
Maybe person Approval Won’t commit or make a decision
Grenade Attention Throws tantrums
“Help them
Friendly sniper
learn a decision-making
Attention
system, and
Uses jokes to pick on others
then reassure about the
Think-they-know-it-all Attention Exaggerates, lies, gives advice
decisions they make.”
Types of Difficult People
Type Need Description
Tank Control Pushes, yells, intimidates
Sniper Control Uses sarcasm, criticizes
Know-it-all Control Dominates conversations
“Don’t show anger,
Whiner
acknowledge
Perfection
their complaint,
Constantly complains
No personand give them a chance
Perfection towith
Disagrees cool down..”
everything
Nothing person Perfection Doesn’t do anything
Yes person Approval Agrees to everything
Maybe person Approval Won’t commit or make a decision
Grenade Attention Throws tantrums
Friendly sniper Attention Uses jokes to pick on others
Think-they-know-it-all Attention Exaggerates, lies, gives advice
Dealing with
Difficult People
• Direct Intervention
• address behavior
• explain impact of behavior on
others
• Indirect Intervention
• positive feedback when appropriate
behavior is used
• Direct Coping
• separate difficult employee from
others
• Indirect Coping
• provide training to others on
dealing with difficult personality
Conflict
Styles
(Thomas-Kilmann, 1974)

• Avoiding style
• Withdrawal
• Triangling
• Accommodating
style
• Forcing style
• Collaborating style
• Compromising style
Conflict Response
Styles
The Sage

• Problem-solver
• Win/Win orientation
• Cooperative problem solving
• Emphasis on preserving
relationship and meeting
own goals as well as that of
others
73
The Diplomat
• Goal-oriented

• Compromising orientation
- provide evidence
- persuasion

• Emphases on relationship
and each other’s goals
74
The Ostrich
• Avoidance

• Withdrawal orientation
- quit
- complain to others

• Over-emphasis is on
preserving relationship
75
The
Philanthropist

• Accommodating
- smoothing and
- conciliation

• High concern for

satisfying needs of
others
76
The Warrior
• Win/Lose orientation
- winning at all costs

• Potential problem creator

• Focus on own goals

Preventing
Workplace Conflict

• Well-written job descriptions

• Unambiguous policies
• Clarification of roles and
expectations
• Training on new policies
• Conflict management training
• For teams, clarification of
levels of authority
78
Resolving
Conflict
• Prior to Conflict Occurring
• Formal policies
• Employee training
• When Conflict Occurs
• Employees should try
to solve conflict
• Third-party
intervention
79
Third Party
Intervention
•Dictation
•Arbitration
•Mediation
•Negotiation
80
 • Supervisor dictates the solution
Third Party
• Dictation is best when:
Intervention: • parties are irrational
Dictation • no trust exists
• too angry to be realistic
• have mental health issues
• alcohol or drugs are involved
• when violent behavior is
potential
• parties have poor
communication skills
• there are time constraints
 Mediation and negotiation
are best when:
Third Party • parties are rational
Intervention: • parties want to work out a
solution together
Mediation, • some trust still exists
• there are no time constraints
Arbitration
Arbitration
• same as mediation but use when
parties get stuck during
mediation
• Types
• Binding
• Nonbinding
Don’t Avoid Conflict, Manage it
When to Walk Away
from a Fight
From Conflict to Cooperation
Chapter 13 I GROUP BEHAVIOR, TEAMS AND
Group Dynamics

CONFLICT Factors Affecting

Group
Performance

Individual versus
Group
Performance

Teams
Psy 1208 INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY
Faculty: A. EDWIN B. ARUELO, MBM, DipWLD
1st Sem SY 2022-2023 I aaruelo@feu.edu.ph
Group Conflict
“Psychology in the Workplace”