5

Cohesion and Development

A group is not just a set of individuals, but a cohesive whole that joins the members in interlocking interdependencies. This solidarity or unity is called group cohesion and is a necessary, if not sufficient, condition for a group to exist. A group may begin as a collection of strangers, but, as uncertainty gives way to increasing unity, the members become bound to their group and its goals. As cohesion and commitment ebb and flow with time, the groups influence over its members rises and falls.

What is group cohesion, and what are its sources? v How does cohesion develop over time? v What are the positive and negative consequences of cohesion? v Do initiations increase cohesion?
v

Sources

Five Stage Model of Group Development

Performance Stabilizing Formation

creating the group and setting goals
Performance and cohesion

structure and stability

monitoring, leading, feedback

dealing with source Conflict of tension

Time

Tuckmans Five Stage Model

Cyclical vs. Stage Models

Tuckman: A successive stage model Bales Equilibrium model: a cyclical model Punctuated equilibrium model Relationship Orientation

Task Orientation

Cultural differences in development and time perceptions: polychronic vs. monochronic

The Nature of Cohesion

Developing Cohesion

Consequences of Cohesion Satisfaction and adjustment

Explaining Initiations

Dynamics and Most people, if asked to choose between influence two groupsone that is cohesive and another that is notwould likely pick the Productivity cohesive group. But cohesiveness has its drawbacks. A cohesive group is an intense group, and this intensity affects the members, the groups dynamics, and the groups performance in both positive and negative ways. Cohesion leads to a range of consequencesnot all of them desirable.

Satisfaction and adjustment

Explaining Initiations

Donald Roys (1959) banana time case study documented the benefits of membership in a cohesive workgroup. Roy worked for two months in 12-hour shifts lasting from 8AM to 8:30PM with three other men in an isolated room in a factory. The work was tedious, menial, repetitive, and tiring, but the cohesive workgroup group filled its workday with jokes, teasing, kidding around, and horseplay that gave structure and meaning to their day. To break up the day into smaller segments, the men stopped from time to time for various refreshments and breaks. There was, of course, lunchtime, but the men added many others, such as coffee time, peach time, fish time, and banana time. These rituals and social activities, collectively called banana time by Roy, turned a bad job into a good one.

Satisfaction and adjustment

Dynamics and influence

Positive Consequences
Enhanced member satisfaction Reduced tension, stress Higher group engagement Reduced turnover Longer duration of membership

Problematic Consequences
Intensification of emotional and social processes Increased influence, pressure Hostility Groupthink

What about productivity?

Do Cohesive Groups Outperform Less Cohesive Groups?

.51
Social cohesion
.17 .,17

Sources: Mullen & Copper, 1994; Beal et al., 2003; Gully et al., 1995

Unity
(Group Pride) .24

.25

Cohesion

Performance

Task Cohesion
(teamwork)

.25

Task Interdependence

Norms are also critically important

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Application: Explaining Initiations Cohesion and initiations Hazing Aronson & Mills tested this hypothesis in an experimental study of initiation and also found evidence of increased commitment Festingers theory of cognitive dissonance predicts that people who must invest in their group will become committed to it. Festinger, Schachters and Backs classic study of the Seekers supported this predictions

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Application: Explaining Initiations Cohesion and initiations Hazing Aronson & Mills tested this hypothesis in an experimental study of initiation and also found evidence of increased commitment

Hazing

What sustains hazing?

Dangers of hazing

Bonding: Increases dependency on the group Dominance: Establishes hierarchy, status Commitment: Increases psychological costs and commitment Tradition: Defended as a sacred tradition

Ineffective: Not as effective a means of increasing commitment as other group-level activities Dangerous: Harmful and fatal in some cases Illegal: Banded in most jurisdictions

 C o h e s i o n &

T h e N a t u r e o f C o h e s i o n

D e v e l o p m e n t

Group Development
Tuckmans 5 stage model of group developlment

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Norming

Performing

Task

Storming

Forming Storming Norming Performing Adjourning

Adjourning Forming

Source: Forsyth, 2010