0 Group Dynamics and Group Efficiency Summary

Summary

1. Group dynamics includes all interaction processes occurring in a small group. This includes the formation of relationships, the emergence of subgroups on an informal basis, the influence of one group member on another, decision making, leadership, interaction with other groups, etc.
2. Psychological compatibility is the ability of group members to work together, based on their optimal combination. N.N. Obozov identifies the following criteria for compatibility and responsiveness: 1) performance results; 2) emotional and energy costs of its participants; 3) their satisfaction with this activity.
3. There are two main types of psychological compatibility: psycho-physiological and socio-psychological. In the first case, it implies a certain similarity of the psycho-physiological characteristics of people and on this basis the synchronization of the rate of joint activity. In the second case, this refers to the effect of the optimal combination of the types of behavior of people in a group, the community of their social attitudes, needs and interests, value orientations.
4. The degree of psychological compatibility in the same group may be different at different stages of its life due to the dynamics of interpersonal relations. Acquisition of groups according to the requirements of psychological compatibility contributes to an increase in their productivity and satisfaction with their activities.
5. There are the following types of group tasks:

1. additive - such, in which group productivity is the sum of the efforts of each of the members;
2. conjunctive — one in which all members of a group must follow each other in order to achieve a goal;
3. Disjunctive - one in which only one person needs to solve a problem in order for the whole group to succeed.

1. Group decision making has both advantages and disadvantages. On the one hand, a group discussion generates twice as many ideas as a one-man job, and the decisions made by the group are more accurate. On the other hand, groups do not contribute to the manifestation of creative forces when making decisions (except for the brainstorming method), in groups there is deindividualization and such a phenomenon as a “risk shift” - a greater degree of risk (compared to the decisions of individuals).
2. An important negative consequence of group decision-making is “group thinking”, which occurs when maintaining the unity and solidarity of one’s group is considered more important than a realistic assessment of an alternative course of action. Janice calls the three main symptoms of the susceptibility of a group to the phenomenon of "group thought". This is a reassessment of their own group, the limitations of its members and the increasing pressure towards uniformity. Data from recent studies show that the group-mind phenomenon exists, although not in full accordance with the Janice model.
3. Domestic researchers distinguish leadership and leadership as two different phenomena inherent in organized communities of varying degrees. The interaction of managers and people led by the system of official relations. The interaction of leaders and followers can occur both in the system of formal and informal relations.
4. The most common theories of leadership are the theory of personality traits of a leader, the “situational” theory of leadership, and the theory of leadership as a “system of influences”. Obviously, the most reasonable approach to the phenomenon of leadership should tie together the following three variables - the leader, the situation and the group of followers.
5. In various works, different styles of leadership are distinguished. Each of these styles is in a certain way connected with the productivity and satisfaction of the members of the group (organization).
6. The socio-psychological climate of a group is a state of the group psyche, due to the peculiarities of the vital activity of this group. This is a kind of fusion of emotional and intellectual - attitudes, moods, feelings, opinions of group members.
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