In Mixed Company Chapter Two

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In Mixed Company Chapter Two

• Groups as Systems

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Systems

• A system is a set of interconnected parts working
  together to form a whole in the context of a
  changing environment.
• Input consists of resources that come from
  outside the system, such as energy, information
  and people. A system inevitable wears down
  without continuous input.
• The wearing down process is called entropy-a
  measure of a systems movement toward
  disorganization and eventual termination.

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Systems-Continued

• Throughput is the process of transforming input
  into output to keep the system functioning.
• Input is transformed in a group by its members
  engaging in activities such as group discussion
  and creative problem solving.
• The throughput process involves roles, rules,
  norms, power distribution, discussion procedures,
  and conflict management strategies.

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Systems-Continued

• Output comprises the continual results of the
  groups throughput (transformation of input).
• Group outputs include decisions made, solutions
  to problems created and implement, projects
  completed, group procedures modified, team member
  cohesiveness enhanced, member relationships
  improved, and so forth.

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Ripple Effect A Chain Reaction

• In a system, one part can have a significant
  impact on the whole-the ripple effect.
• Recognizing the significance of the ripple effect
  means paying close attention to your own impact
  on groups.

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Synergy One Plus One Equals a Ton

• Synergy occurs when group performance from joint
  action of members exceeds expectations based on
  perceived abilities and skills of individual
  members.
• Synergy is produced only when group members work
  in a cooperative interconnected way.
• If group members work independently by completing
  individual assignments on their own and the group
  merely compiles the results without the benefit
  of group discussion and interaction, no synergy
  will occur.

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Negative Synergy Results Beyond Bad

• 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.

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Adaptability to Change

• Systems are never in a static state. They are in
  a constant state of becoming until they
  terminate.
• Groups with a similar or identical final goal may
  reach that end in highly divers ways (called
  equifinality in the somewhat ponderous systems
  lingo).

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Dynamic Equilibrium Managing Stability and Change

• There is no perfect balance point between
  stability and change in any system, but there is
  a range in which systems can manage change
  effectively to promote growth and success with
  pursing the system to disaster.
• This range is called dynamic equilibrium, when it
  regulates the degree, rate, and the desirability
  of change, allowing stability and change to
  coexist.
• Too much change (degree) was required in too
  concentrated a period of time (rate) without a
  concerted effort to persuade the staff of the
  value (desirability) of the changes demanded.

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Boundary Control Regulating Input

• Openness refers to the degree of continuous
  interchange with the outside environment.
• Adaptability to change is the adjustment of group
  boundaries in response to changing conditions.
  Boundaries regulate input and consequent exposure
  to change in a system.
• Boundary control determines the amount of access
  a group has to input, and this influence, from
  outsiders.

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Physical Barriers Protecting Group Space

• There are many possible physical barriers that
  can establish group boundaries.
• Locked meeting doors or inconvenient locations
  etc.
• Gangs may designate a few city blocs as their
  turf.

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Psychological Barriers Member in Name Only

• Groups can make an individual feel that they do
  not belong in the group.
• Such barriers occur when members contributions
  are ignored or they are treated as outcasts.

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Linguistic Barriers Having to Speak the Language

• Groups put up linguistic barriers when members
  use private vocabulary, or argot, peculiar to
  specific group.
• Those who understand the argot are presumed to be
  group members. Those who dont are clearly
  outsiders.

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Rules Permission Not Granted

• Membership rules establish who can join a group
  and who is barred. They also define appropriate
  behaviors in specified social situations.
• Rules may specify who can talk to whom, thus
  controlling input from outside.
• A role is a pattern of expected behavior
  associated with parts we play in groups.

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Networks Controlling Information Flow

• Networks control the access and flow of
  information within the group, and they may also
  isolate the group from outside influences.
• A network is a structured pattern of information
  flow and personal contact. The more open the
  network, the more accessible information is to a
  broad range of individuals.
• Open networks encourage change closed networks
  emphasize stability and permanence.

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Boundary Control and Group Effectiveness Open
and Closed Systems

• No group can long endure unless it closes off to
  some outside influences and restricts access to
  some information.
• A group must close off when both the quantity and
  type of input place undue stress on the group and
  / or prevent it from accomplishing its task.
• There are times for instance, when a family seeks
  advice and counsel from friends and relatives,
  but there are also times when a family should
  close itself off to intrusion from outsiders.

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Group Size and Complexity

• Fluctuations in size have enormous influence on
  the structure and function of a group.
• In a study investigating why groups fail, on
  notable factor was the difficulty of scheduling
  meetings when groups grew to eight members.
• As the size of a group increases, the possible
  number of interactions between group members
  increases exponentially.

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Group Size and Complexity (Continued)
Number in Group Interactions Possible
2 2
3 9
4 28
5 75
6 186
7 441
8 1,056
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Complexity and Group Transactions Size Matters

• Larger groups typically have more
  non-participants than smaller groups. This occurs
  partly because in larger groups there is more
  intense competition to seize the floor.
• More talkative members are likely to emerge as
  leaders of larger groups because influence on the
  group comes partly from speaking.

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Complexity and Group Transactions Size Matters
(Continued)

• Smaller groups inhibit overt disagreement and
  signs of dissatisfaction more than larger groups.
• Smaller groups can apply more intense pressure to
  conform to majority opinion than can be applied
  in larger groups.
• Splinter groups and factions are more likely to
  emerge in larger groups.

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Complexity and Group Transactions Size Matters
(Continued)

• When groups of 12 to 30 members were compared,
  the smallest groups were found to be the mot
  cooperative meaning they worked together on tasks
  more interdependently, engaged in collaborative
  effort, and exhibited consensus leadership.
• Larger groups encourage the formation of cliques
  or small, narrowly focused subgroups.
• There is no ideal number of people that make a
  group, so competent communicators can work
  effectively in larger groups, although increased
  size magnifies the challenges.

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An Organization A Group of Groups

• When small groups grow into larger groups,
  finally graduating into complex organizations,
  the structure and function of these human systems
  change.
• With increasing group size comes greater
  formality, small groups are more personal than
  large organizations.

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An Organization A Group of Groups (Continued)

• The flow of information is one of the most
  important differences between small groups and
  complex organizations.
• Bad decision making cannot be hidden easily when
  the group is small.
• Almost any blunder will become bright when the
  black hole of bureaucracy is not present to cover
  it.

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An Organization A Group of Groups (Continued)

• Information distortion usually is a bigger
  problem in organizations than in smaller groups.
• Managers act as gatekeepers, selecting which
  ones will be brought to the attention of the
  higher-ups.
• In smaller groups, the communication is usually
  more direct, with fewer opportunities for
  distortion, because messages are transmitted
  serially through several people.
• The three main elements of a system are
  interconnectedness of parts, adaptability to
  change, and the influence of size. A small group
  is defined in terms of function, and the ideal
  size for most decision-making and problem-solving
  groups is the smallest group capable of
  performing the task effectively.