In organizations, most work is done within groups. Lipkin says that there are 'positive and negative effects of the emotional dance that takes place in every group.What is a group? A group is a collection of individuals who interact with each other such that one personвЂ™s actions have an impact on the others. You should also carefully read over everyВ email, instant message or text you send to a colleague or business associate to make sure you're not inadvertently projecting your emotions onto someone else. How can leaders instill and maintain the right mood in their organization? Lipkin says to watch how your own mood and nonverbalВ behavior affects others around you. Leaders need to be extra cautious of their own emotions because it has the potential of bringing down the entire team. 'In the workplace, people's moods tremendously impact decision making, problem solving, attention/focus, interpersonal interactions, performance, productivity, and the whole organizational culture,' Lipkin says. 'If, on the other hand, you think your work will only add to one-sixth of a desired result, go unnoticed, or contribute to a seemingly senseless group goal, you will not work so hard and may be on your way to being a social loafer.' 4. 'If you believe all your hard work will result in a valued outcome (bonus, recognition, or pride) to you and the group, you will do all you can to achieve your goal,' she writes. How can leaders fix this?В Lipkin says it all comes down to making employees feel like they own part of the company. This typically happens because the individual doesn't believe his or her own effort will be recognized or will make much of a difference to the end result. Lipkin says that when personal efforts aren't recognized, it will likely result in 'social loafing,' a term usedВ to describe the reduced effort individuals will put into a task when working with a group. This way, employees won't feel like they have to conform or risk disapproval from others. Lipkin says that leaders can prevent extreme group conformity byВ establishing a 'rule of alternatives,' which would allow numerous people to get involved when making decisions or embarking on a task. This happens when people feel so loyal to a specific group in the organization that they will turn a blind eye to any wrongdoing for fear of disapproval. Managers should be aware of 'extreme group conformity' since it runs the risk of stifling 'creativity, innovation, critical thinking, decision making and problem solving,' Lipkin writes. They can also come up with a project that requires everyone to work together to promote 'inter-group cooperation.' 2.

Competition may occur naturally if the organization is divided into teams or departments because people typically try toВ 'enhance the status of the group to which they belong.' However, this divided way of thinking should never become so extreme that the individuals in the different groups no longer feel like they are working toward the same goal.ДЄt this point, leaders should disrupt the competition by rearranging the groups and switching a few people from one group to another.

Lipkin calls this the 'us versus them mentality,' which is caused when people feel so alienated from other team members that they no longer feel they are a part of their team-despite working in the same company. However, too much competition mayВ create different alliances among people in the organization and lead to a toxic workplace. Competition Gets Too SeriousД¬ompetition is typically healthy among co-workers and may stimulate a healthy work environment. 'Leaders who see a good team going bad must intervene immediately,' Lipkin writes.В Unfortunately,В 'quite often a leader can't see it happening because he or she has also conformed to the group.'Д«elow, Lipkin explains the fourВ factors that affect group conformity. This is why leaders need to be aware of the factors that greatlyВ influence how their teams work.

On the other hand, once this healthyВ group dynamic becomes unproductive, it can be difficult to get the team back on track. When leaders are able to maintain a healthy, supportive culture within their organization, it will lead to amazing results. Nicole Lipkin, a clinical psychologist, says in her book What Keeps Leaders Up At Night that it all comes down to group conformity. Why are some brainstorming sessions extremely productive while others fall flat?

Factors affecting group dynamics ppt