Hopefully, you've prepared yourself for your first group meeting
so that you're ready to get off on the right foot, But when you're in a group,
there's more than just one foot. What can you do that can improve the chances that
the entire group gets off on the right feet?
Let's cover some common complaints about group work, the importance of establishing
superordinate goals for the group,
and then offer some ideas for handling your first meeting to, hopefully,
reduce the complaints about your task-oriented group. Understanding the most
common problems that come up during group work
may help reduce the likelihood of them occurring in your group. From my
experience,
the most commonly voiced complaint is that some group members have a lack of
commitment to the group;
they are "slacking," "not pulling their weight," or are what some scholars call
"social loafers"__people who want to enjoy the social dimension in the group but
don't put in the necessary work to get the job done.
A related problem is that not everyone does or is willing to
produce work that meets your definition of high quality.
It is frustrating to be in a group that has "norms of mediocrity"--
where “good enough” is “good enough.” Oftentimes group members don't seem to
have the same
understanding of responsibilities--and all these combine the result in just one or
two people doing
all of the wor.k. Or someone might just take over the work and not allow others
to contribute.
Finally, as groups are made up of all kinds of people and personalities,
you may experience tension related to personality clashes.
If some of these problems are addressed early in the group formation, your group
might work more effectively.
And for others it might be helpful to remember that, many times, the groups are
of short duration.
You may have to put up with the less-than-ideal situation in the short
term
knowing that it will likely pay off in the long term.
That brings us to the concept of superordinate goals.
A superordinate goal is a goal that is compelling enough to result
in group members
overlooking personal differences to accomplish something that they can't do
by themselves.
That means that all acknowledge that the group goal is more important than
each person's individual goal; that the goal is superior to,
or is of a higher order than, each individual goal.
Yes, that means that you often have to put the group needs
ahead of your own needs.
As a Swahili proverb suggests, "A boat doesn't go forward if each one
is rowing their own way. Basketball great Kareem Abdul-Jabbar applied this
proverb to team sports when he said that,
"Great players are willing to give up their own personal achievement
for the achievement of the group.
It enhances everybody." if your group commits to a superordinate goal,
group members can often set aside differences and sacrifice for the group,
understanding the importance of achieving that group goal.
Now let's talk about what you can do it your first group meetings
that can set the groundwork for future meetings. It may help to understand the
two dimensions that occur in groups:
The Task dimension relates to doing the work--
performing the necessary tasks. When a group focuses on the task dimension,
productivity results. But, as you may have heard, "All work and no play makes Jack a
dull boy."
The social dimension involves the relationships that form between the
group members
and the impact of those relationships on the group. When a group focuses on the
social dimension so that they enjoy each other's company,
cohesiveness results. Task-oriented groups must be able to manage a balance between
the two dimensions.
Too much emphasis on the social dimension means that the group might
have a lot of fun together,
but get nothing done. On the other hand, a group that focuses exclusively on the
task dimension might lose its members because the experience is not enjoyable.
Oftentimes in groups that are productive, members feel good about working together,
meaning the group becomes cohesive and, conversely, if the group members
enjoy each other and the group, they may want to work together
so the group tends to be productive-- which is a win-win for everyone!
Understand that you and your group will likely experience what is called
primary tension, which is the tension that results from
uncertainty--with a group project and with the group in general.
You often don't know many, if any, of your fellow group members;
you're likely experiencing some ambiguity about the group project,
and are not sure about exactly how the group will operate.
You're probably tense. Paying attention to this primary tension
of your group.
One way that you can do this
is to get to know each other. Introduce each other and share contact information.
In a business meeting, you will likely trade business cards, but you can do something
similar in other types of meetings.
You might even want to have all your contact information prepared so that you
can just hand it out to your fellow group members.
And, in the process people can address the preference in contact methods,
including any limitations such as, "I only check my email during business hours,"
or, "I prefer text over email."
Engage in small talk for a few minutes. Have everyone mention what they think
they can contribute to the group
or offer a little-known fact to break the ice.
You should be willing to be the one to get the ball rolling.
Primary tension also surrounds the uncertainty as to how the group will operate,
so now might be a good time to discuss group expectations.
or "norms." Think of norms as
what is normal for this group. This will likely feel awkward at this point,
but it will be much more awkward later on if someone doesn't seem to be
performing to the group's
unstated expectations. Oftentimes the person others are point to as "slacking"
may not be aware that the group expected something different.
We assume everyone knows what is expected because we assume
everyone thinks like we do--bad assumption.
Before you adjourn your first meeting, you should schedule your next meeting.
Oftentimes you'll need to meet out of class or in a business environment
outside of your workplace. If you're in school, try to arrange meetings on campus
or in other public places that are well-lit and accessible to all.
It is also helpful to, up front, identify the times that you can meet as a group
and make a regular meeting time. This might be difficult
as everyone is likely to be busy, but you can always find some time
to meet as a group--
even if it is not convenient. One of my colleagues calls it a WOO,
or your Window Of Opportunity. If the only time you can meet as a group is
2:00 in the morning
at a local 24-hour coffee shop, you will do all you can
to make that meeting short or,
if you're really productive, not even necessary. You may also be able to use
technology:
Skype,conference calls, online chats-- figure this out early!
And remember it's much easier to cancel a regularly-scheduled meeting if it's
not necessary
than it is to schedule a new meeting.
Back to defining group expectations...What does the group
expect of its members and how the group works?
Group expectations should be both specific and realistic.
For example, what is "acceptable participation?"
For example, what is "acceptable participation" really mean?
Or "regular meeting attendance?" AAnd when does a "valid reason"
become just another excuse?
Remember that, inevitably. some group members will do more than their fair
share of the work
and you may be inclined to let them slide on a deadline, so when defining
your group expectations,
be realistic so that they can be fairly applied to everyone.
Many group conflicts arise because an underperforming member who is called out
on a particular behavior
can point to exceptions be made for that same behavior
by another group member. Further. all need to agree to
Further all need to agree to adhere to the stated expectations.
In many of my classes, I require a group to develop a group contract.
Yes, it's formal and, yes, it can be a pain, but with the contract, you're more able
to hold members accountable.
Supervisors, managers, professors--all differ in how they handle a group
complaint of under-performing members.
Sometimes the troublesome member can be removed from a group; other times, a
supervisor will intervene,
and still other times, the group has no recourse--
they have to work together;
they have to work through the conflict,
they have to work through the conflict themselves, Whatever the case,
a clearly articulated and documented list of expectations will help.
Therefore,the group should establish in advance how they will
address a violation of the group's stated expectations.
Be professional; keep the discussion non-judgmental,
respectful, and connect the behavior to the agreed-upon superordinate goal,
the agreed-upon group expectations, and the consequences
should that behavior continue. It would be helpful that the group had previously
identified and agreed upon consequences in advance.
You may need to brainstorm with the violator and the group as a whole to
determine what the appropriate consequences
would be. Consider the COW approach:
The first time a violation occurs, take some time in the group meeting to,
non-judgmentally, Clarify the group's expectations with the entire group.
Consider this a first soft warning, and get a group to agree to appropriate
consequences
If the behavior happens again,. What happened might have been an
isolated occurrence--remember that, while people can learn from their mistakes,
they can't, if they aren't aware that they actually made a mistake.
A second violation? It's time for an oral discussion,
which is a much more pointed warning to the violator,again
appealing to the superordinate goal and agreed-upon expectations
and consequences. Document this in your group minutes.
And a third violation should result in a written warning,
very specific, detailing the behavior as well as the consequences.
If a fourth violation occurs, it's time to implement those consequences.
Yes, this gives someone a lot of leeway but it's much more defensible
if those consequences need to be implemented.There are other suggestions
you can consider to make a group experience
more productive and enjoyable.One suggestion is to, before you adjourn your first meeting,
schedule some sort of task for everyone to perform that is due
quickly--perhaps in advance of the next scheduled meeting or the next time
you see them.
It doesn't have to be difficult--maybe just even emailing some ideas for the
group project--
but it might identify potential problems early.
Technological concerns can be pinpointed and, hopefully,
resolved before they become an issue later in the group.
Everyone should also have the chance to show that they're responsible--
they can complete a task on time--or that they're not.
As sports-writer/broadcaster Amber Harding notes, "Contrary to popular belief,
there most certainly is an "I" in team. It is the same
"I" that appears 3 times in 'responsibility.'"
The group might benefit if someone-- perhaps you--suggested creating and using
an agenda for your meetings.
An agenda is the plan for the meeting. This may make the meeting
see more formal, but an agenda can also be very brief
and informal. Identify the logistics
(when--both starting and ending times) where, who should be there).
as well as what the members should do to be prepared(should they bring a draft?
read documents?), what items are scheduled to be discussed,
and expected next steps. You might be surprised at how much more productive
your meetings are
if you use and follow an agenda. Now, before we get to the next suggestion,
Let's clarify the difference between a "leader" and "leadership."
A leader is a position--an individual, which can be formally or informally
elected to lead the group. Leadership, however, is a set of communication
behaviors--
both verbal and non-verbal--that the facilitate a group in achieving the
group needs and goals.
This means that every group member can be involved in leadership:
they are responsible for what happens in the group and should help the group
achieve its goals.
And remember that employers are searching for employees who demonstrate
leadership skills
and your group experience can help develop those skills.
With this in mind, there's a benefit to rotating key task roles among
all group members. An example is the meeting facilitator, or the meeting
leader role,
providing each group member the opportunity and experience
of creating an agenda and leading a meeting--both extremely valuable skills.
Another key task is the recorder, who will take the meeting notes, or minutes.
Even if it's just taking the agenda and adding to it and then emailing it out as
a typed copy or picture,
this is an important task, because you need to keep a record of what transpired
during your meeting.
Good records will save a tremendous amount of time if you can refer back to
a document to clarify
who attended a meeting,what decisions were made, and what was left to be
accomplished.
Get into the habit of summarizing what members committed to do at the end
of the meeting--
and put that in the notes or meeting minutes, including when they said they
would get done.
To aid in developing cohesiveness, the group may want to formally develop a
group identity.
A simple way is to come up with a group name. In many communication classes,
mine included, creating a group name is required.
A group name not only gives you a shortcut way to refer to your group
but it helps members feel included. A communication plan can help with
questions like
"Who do I contact if I'm going to be late ir have a question?"
"Where can I find the meeting minutes or the work in progress?"
Technology can help here as many groups use Dropbox, Google Docs, Facebook, or
something similar.
You may be able to clarify with your supervisor or instructor
what to do with under-performing member. In a work environment,
"slackers" or "social loafers" are not likely to be around for long--
They likely behave the same in other work situations,
and employers have the ability to fire or reassign employees.
Unfortunately, that may not be possible in other types of groups.
Processing Time: What is your major complaint about working in groups?
And, what can the group do then in its first meeting to minimize the likelihood of
your major complaint occurring?
Can you think of other suggestions to help the group function more effectively?
Hopefully, these tips and concepts will help you in your group not only get off
on the right feet
but help you stay on them as well.