How Noticing & Naming Group Dynamics Fosters Growth
Simply put, cohesion is the social glue in a group. In every group, there are social forces that drive groups together and apart. They are often felt, but not articulated.
In the workplace, particularly within the teams or work groups we are part of, we focus most often on what the group says or does, and not enough on how the group feels. The felt experience of interactions among members of a group determine how well the group works together to accomplish shared goals.
Pause and think about the teams or work groups you are part of as you consider these questions:
Shared Goals: In one sentence, what is the overarching (implicit or explicit) shared goal of this work group?
Belonging: On a scale of 0 (least) to 10 (most), where do you stand today when it comes to how well you feel you belong in this work group?
Attraction: On a scale of 0 (least) to 10 (most), where do you stand today when it comes to how attracted you are to the shared goals of the group?
Coordinated: On a scale of 0 (least) to 10 (most), where do you stand today when it comes to how well coordinated your work group is?
Emotion: On a scale of 0 (least) to 10 (most), where do you stand today when it comes to how well your work group shares authentic emotion in a productive way?
Have you ever considered these questions? Been asked them? Talked about them as a group? Probably not. Most organizational leaders are not experts in group or organizational psychology. And they shouldn’t have to be (that’s why partners like Groops exist). But we are all human and we know when things are feeling good and when they are not. Creating space to talk about those feelings and the group dynamics driving them is necessary if we want to realize growth as individuals, as teams, and as organizations.
There are distinct norms and roles in every group, at work and in life. The impact of these roles and behaviors on the individuals and collective are called group dynamics. Good group dynamics are easy to spot. People work openly and directly towards a shared goal and hold each other accountable. This type of group is almost twice as creative as an average group. Poor group dynamics disrupt the work. Decisions take longer (or are not made) because options are not explored openly.
Things that get in the way of good group dynamics are:
Ambiguity around roles (and leadership)
Lack of safety, trust and belonging
Excessive deference to authority
Groupthink
Freeriding
Critical judgement
Blocking (aggressor, negator, withdrawer, praise seeker, comedian)
In connected groups, group norms and dynamics are noticed, named and reflected upon. Opening time and space to talk about group dynamics that are working and ones that are not working makes the implicit explicit and welcomes opportunities for growth.
Think about the norms and dynamics at play in your teams or work groups:
What group norms do you observe in your work group?
What good group behaviors do you notice?
What dysfunctional behaviors do you notice?
How does your group manage difficult dynamics?
How do you wish you managed the difficult dynamics?
What are the shared values of your group? How can you live them?
Group norms or behaviors exist in all groups and direct the behavior of the group as a whole. They should be consciously cultivated and regularly noticed and named to decide which best serve the goals of the group. Each member of a group plays distinct roles (some good, some dysfunctional) and the impact of these roles on the whole group experience is called group dynamics. Good group dynamics are easy to spot and poor ones disrupt accomplishing shared goals. Clarify goals of the group and roles of members, including leaders. Notice and name when polarized roles are at play in the group and take a stance of curiosity around why and what the group needs. The more you share together, the better the group will feel through honesty and action.