H. 5 Cohesion and Development

Question 1

Equifinality

Answer 1

the potential to require a certain state.

Question 2

Social Cohesion

Answer 2

basing unity on attraction

In this respect the attraction of the group is important: when someone leaves, the others often stay (with individual attraction this often does not happen). Social attraction too: it is based on the individuality of its members.

Question 3

Task Cohesion
> definition
> Collective efficacy
> Group Potency

Answer 3

shared devotion to reach the goal that require the collaboration of the whole
group (Often: ‘We didn’t make it’).

In this respect the groups motivation is important,

1. collective efficacy as well: shared conviction that they can reach the shared goals.
2. group potency: shared optimism about the shared skills.

Question 4

Behavioral synchrony

Answer 4

unity through structural integrity of the group. Clear roles, strong relations between members, good coherence) → often in football teams, where everyone has his/her own role

Question 5

Multicomponent assumption cohesion

Answer 5

different factors cause unity = social and task (primary), and collective, emotional, and structural (secondary forms of cohesion).

Question 6

Multilevel assumption

Answer 6

liking the group, but the specific members of it as well; ties between members and leaders (vertical ties) and the ties between the group and the organization/institution to which the group belongs (organizational ties).

Question 7

Equilibrium model of group development

Answer 7

group members tried to keep a balance between reaching goals and strengthening relations within the group, what leads to a fluctuation between the normative and performative stages.

Question 8

Punctuated equilibrium models

Answer 8

add that groups often go through periods of quick changes (crisis).

Question 9

6 advantages of cohesion

Answer 9

1. • Work is more pleasant with a buddy. It causes a reduction of stress and fear.
2. • Coherent groups seem to produce better than groups who are not (especially with sportteams and project-aimed teams), but this doesn’t occur in all groups.
3. • Cohesion ensures better results, but they also cause changes in cohesion → Success ensures better cohesion and the other way around.
4. • Success results partly from better coordination between members.
5. • Performance has more influence on cohesion than the other way around.
6. • Difference between coherent groups and incoherent groups results mostly from productivity. In coherent groups all the members are very productive.

Question 10

3 disadvantages of cohesion

Answer 10

1. • Old sergeant syndrome: symptoms of a psychological disruption (depression, fear, and guilt), that happens often with leaders who have a strong feeling of responsibility for the group (often in the army).
2. • The pressure to agree with your team members, but also more open hostile behavior than in incoherent groups.
3. • more avoidance of disagreements → groupthink: when attention is paid especially to finding agreement instead of critically considering of the different facts and making decisions based on these considerations.

Question 11

Polychronic cultures (P-time)

Answer 11

culture in which the members perceive time as a continuing progression from the past to the future, and because of that prefer to work on different tasks at the same time, without worrying about deadlines or productionpressure (Portugal, France, Asia)

Question 12

Monochronic culture (M-time)

Answer 12

culture in which time is seen as something divided in units. This leads to a preferment of working on tasks in a logical order: finishing one, then the other (USA, Germany).