Running head: Theory at Work Paper
Theory at Work Paper

University of Phoenix
PSY 430 Team Dynamics for Managers Introduction
There are two issues involved when working in groups. First are the task and the problems involved in getting the job done. Second is the process of the group work itself; the mechanisms by which the group acts as a unit and not as an out of control group. Working in groups applies to my work environment by combining talents and providing innovative solutions to possible strange problems, in cases where there is no well-established approach or procedure. Our group consists of skill knowledgeable people that have a distinct advantage over that of one individual. (Blair, G.M., 1997-2007)
Our small group symbolizes the functional theory and has gone through the Tuckman’s Stages for development. Theories of a small group communication focus on the way group members go about coordinating their actions, and possibly work with the group to reflect on group member interaction. Each theory of small groups illuminates some features of communication while hiding others. There are many theories about the development of group dynamics, but fundamental to all of them is the concept of groups as social systems. As groups develop overtime, group dynamic processes evolve. Forming, storming, norming, and performing are all stages of Tuckman. All members of the group share team roles and responsibility. However, our group has a team lead. Group interactions are very vital to a team; the members are given a chance to participate while simultaneously enabling the group to achieve goals.

Theories of Small Group Communication
The importance of theory reflects the way we think, interpret our world, and the actions we take. Theories are developed through the type of environment we surround ourselves with, and help to organize, and interpret our experiences. For example, if our theory of communication is that communication is the program of information, then we will study senders who present clear, concise, well-organized messages. If we think of communication as performance, then we will be concerned with the shared meanings, sense making, and the way individuals coordinate their actions. Communications can be implied in different ways if it is studied through different theories. (Poole, M., 1999)
Functional theory approach to small group communication is concerned with the results or outcomes of group behaviors and structures, which describes our group. Communication helps us by promoting rational judgments and critical thinking, as well as preventing us from faulty decision-making and flawed problem solving. However, communication is instrumental because it provides the means by which we as a group can achieve our goals. In order for the functional theory to work effectively and solve problems, we must:
• Commit to making the best decision,
• Identify resources needed to carry out the groups charge,
• Determine procedures for the group to follow,
• Articulate procedural rules and interaction practices, and
• Review the decision-making process and make any necessary adjustments to the decision. (Gouran, D., & Hirokawa, R., 1996)
According to the functional theory process, groups follow systematic procedures to accomplish tasks. This enables our group to participate leadership and motivational skills by:
• Demonstrating that we understand the charge,
• Establish criteria with which to evaluate possible solutions,
• Develop alternative solutions,
• Evaluate those alternatives by comparing them to each other and the previously-established criteria, and
• Use the evaluation to choose between alternatives. (Gouran,D., & Hirokawa, R., 1996)
The functional approach to small group communication has several strengths. Critical thinking, sound logic, informed discussion, and systematic procedures are essential to effective decision-making and problem solving. Second, this approach emphasizes the purpose communication serves in small groups; it makes more sense that, without communication, group members could not accomplish their goals. The theory has weaknesses as well. First, assessing outcomes is demanding. For example, a given solution might be best for the group, but it may have damaging consequences for other members of the team. In addition, a decision may seem appropriate for the moment, but later, it may turn out to be a poor one. Second according to research, decision-making is not rational. Emotions, power, hidden agendas, interpersonal conflicts, competing goals, and forces outside the group all play a part in the final decision a group makes. As a result, the functional theory may not provide a very useful picture of decision-making and problem solving in naturally occurring groups. Third, researchers have found it difficult to consistently identify the key group functions essential to small group decision making and problem solving. Groups as time passes will usually use different functions as circumstances change; it is difficult to pinpoint group functions that remain consistent from group to group. (Gouran, D., & Hirokawa, R., 1996)
Development Stage
Our team’s development is based on Tuckman’s Stages. According to Tuckman, all groups go through a series of stages of development before performing in a fully mature and effective manner. The four stages are, forming, storming, norming, and performing. All of which is clearly defined as highly important to group development. The first three stages are dealt with in the first few hours of meeting. First, forming is where we identify personalities, become acquainted with each other, determine each other’s strengths, and assign roles and responsibilities. Second, storming is where the group becomes arguementive, which is expected, but if handled successfully storming leads to the formulation of objectives that are more realistic, procedures, and norms. Norming is where we establish our levels of commitment, and we are clear about what our roles and responsibilities are. We have a sense of identity and strive to work together. Performing is where we have successfully completed the first three stages, which will lead to optimum performance level. During this stage productivity, group structure, norms, and behavior are accepted and understood. We are now able to work with each other, handle disagreements, and misunderstandings effectively. We are more focused on accomplishing our goal. (Tuckman, B. W. 1965)
Team Roles and Responsibility
Our team roles and responsibilities are shared expectations about the functioning of each individual of the group. The roles are defined how we are expected to perform with respect to the work of the group. Roles and responsibilities help to insure a division of effort when working on group goals. We take on many different roles; however, right now we have a team lead. Her role is assisting the team to accomplish its task. She keeps the team on the right track and focused to allow the team to make its own decisions. Her main responsibility is:
• Keeping our group focused, and informing us about the organizations vision, mission, and goals
• Organizing the group, providing resources, and securing meeting space
• Works closely with all of us, create agendas, planning outcomes and ensuring next steps are assigned
• Assisting meetings, encouraging introvert members to speak up, and shutting down the extroverted member by keeping them from taking over
• Recognizing and celebrating accomplishments
• Communicating with others in the organization regarding the teams progress
In addition, we all solve problems and take turns as a leader to meet our team goals. We constantly contribute new ideas and information to improve the group’s progress. (Fundamental Team and Meeting Skills, 2003)
Group Interaction
Group dynamics are the forces that emerge and take shape as members interact with each other over the life of a group. The here and now interactions of group members and what members bring to the group from the larger social environment are considered the dynamic forces. Communication processes and interaction patterns are fundamental group dynamics. They are the mechanisms of social interactions that influence the behavior and attitudes of a group member. Communication can be verbal, nonverbal, or virtual. Face to face, group members experience both verbal and nonverbal communication, which is how our team interacts with each other. We have meetings every week. Some common interaction patterns include (1) the maypole, in which the leader is the central figure and most communication occurs from member to leader or leader to member, (2) the round robin, in which members take turns talking, which is what our team does on a weekly basis. (3) the hot seat, which features extended interaction between the leader and a member; and (4) the free floating pattern, in which all members freely communicate, which is what our team does. The meetings are always open to new ideas. Every week each member is given a chance to facilitate his/her ideas on how to solve a problem.
Interaction patterns are affected by members’ tendency to communicate. Some members are more outgoing than others are and take more opportunities to communicate. Interaction patterns are also affected by verbal and non-verbal cues. Praise and other supportive comments, eye contact, and other expression of interest have a tendency to draw more communication. People who tend to want power within the group also affect interaction patterns. Higher status members tend to communicate more than lower status members. Interpersonal attraction and the emotional bonds that form between members also influence interaction patterns. Pointing out interaction patterns is often sufficient to bring about change, but other methods may also be used. For example, our team uses the go around method, which gives each of us the opportunity to speak freely when it is our turn to conduct a meeting. In all instances, each person in a group dynamically acts and interacts with others to accomplish individual and group goals. (Toseland, Jones, and Gellis, 2004)
In conclusion, groups are like relationships, you have to work at them. In a work place environment they constitute an important unit of activity but one whose support needs are only recently becoming understood. It is important that all members of a group feel accepted and their ideas are heard, and their contributions recognized. Team leads should learn to listen carefully to each member. Encourage reevaluation of existing goals. Be flexible enough to allow the group to add to or change its goals. In the end, every situation is an opportunity to learn something. The enhancement in your skills relates to teamwork, group dynamics, and will be valuable in all areas of your life and relationship.

References (2003) Fundamental Teams and Meeting Skills. Retrieved June 23, 2007 from www.goer.state.ny.us Gerard M. Blair, (1997-2007). Groups that work. Retrieved June 23, 2007 from www.managementhelp.org
Tuckman, B. W. (1965). Group Development Stages retrieved June 23, 2007 from www.onepine.info/mgrp.htm Ronald W. Toseland, Lani V. Jones and ZVI D. Gellis, (2004). Group Dynamics retrieved from www.guilford.com
Gouran, D., & Hirokawa, R. (1996). Functional theory and communication in decision-making and problem-solving groups retrieved June 23, 2007 from www.mhhe.com
Poole, M. (1999). Group communication theory. Retrieved June 23, 2007 from www.mhhe.com