Term Paper: Facilitating Group Interaction

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Facilitating Group Interaction

Group Interaction

Identify Terry's strengths and weaknesses in working with the learning team.

Terry's greatest strength while working with a learning team is that being a team worker he focuses on the completion of the work, the right communication style that uses assertiveness and the clarity to make sure comprehending of the message being conveyed. A member matching the task role is needed to help in accomplishing the task through group exchanges and communications which are unambiguous and succinct. The roles need added interrogation and restatement of ideas and concepts to enhance improve group clarification. ("What is the relationship between task roles and communication styles?," n. d.) good learning team having the following characteristics is considered ideal. (i) Team activities are started with training in and understanding the processes of the group. An instructor initiates by facilitating discussions and suggesting options, but does not impose solutions on the team, particularly those having problems in groups. (ii) the team size consists of three to five individuals as bigger teams suffer from a sense of lack of cohesiveness (iii) Teacher-assigned groups are better as they deliver better compared to self-assigned groups. (iv) Presence of varied skill levels, backgrounds, and experience. This is important as each individual brings strength to a group. Each member of the group is responsible to not just contribute his personal strengths, but even to assist others in understanding the source of their strengths. Each member who is responsible to not just in contributing his strengths, but also to help others comprehend the source of their strengths. ("Cooperative & Collaborative Learning," n. d.)

Successful performance often entails interaction among a lot of individuals who are required to work in a team. An important aspect of teams is that people must coordinate their decisions and activities through information sharing and resources to achieve shared goals. Evidently, endeavors to enhance team performance must concentrate attention on the performance of individuals. Nevertheless, individuals are dependent on other members of the tem to supply information and also for coordination of activities. Those behaviors of members that produce a sharing of information and a coordination of activities are jointly called as teamwork. (Brannick; Salas; Prince, 1997)

2) Conflict management techniques that could have been or are the most effective for a learning team or those techniques that you believe would work best with a team.

Resolution of conflicts is an important skill to improve upon. As team members, people will encounter a lot of conflict situations. Groups present a several conflicts in case people have divergent ideas or plan of actions. It is groups that let an individual become more conscious of problematic situations and the manner in which to diffuse a conflict like situation. The necessity to argue for conflict resolution is a skill within the requirement to deal with a conflict resolution situation. Comprehending that argument is important at times and the manner in which to argue in a constructive manner and support an individual to be more successful with life and work associated matters. ("List five ways that group interaction enhances the individual skills of the learning team," n. d.)

One of the major benefits a team scores over individuals is its diversity of resources, knowledge and ideas. Nevertheless, diversity also spawns conflict. With increasing number of organizations restructure to work teams, the need for training in conflict resolution will keep on rising. It is no getting away from the fact that conflicts crops from differences. At the time when people arrive in work teams their differences as regards power, value and attitudes, and social factors, everything is responsible to the build up of conflict. Conflicts crop up from a lot of sources within team settings and normally come under three categories. These are communication factors, structural factors and personal factors. Conflicts in work teams are not always destructive in nature. Nevertheless conflicts can result in new ideas and approaches to organizational processes, and better interest in handling problems. ("Resolving Conflicts in a Work team," n. d.)

Within this meaning conflict can be regarded as positive, since it helps in the discovery of important matters and provides scope for people to develop their communication and interpersonal skills. Conflict assumes a negative strand when it is allowed to increase to a point in which people start having a feeling of being defeated and a combative climate of distrust and suspicion comes to the forefront. Nelson in 1995 stated with caution that negative conflict can put a damaging effect on the team and has the venom to destroy a team quickly and sometimes arises from lack of proper planning. ("Resolving Conflicts in a Work team," n. d.)

The seven stages of escalation of conflict in work teams constitute (i) Entering the conflict zone (ii) Taking a stand (iii) the blame game (iv) Actions speak louder than words (v) Attack & counter attack (vi) the explosion and (vii) picking up the pieces. In the modern management era, there are talented http://www.checkyourassignments.org/images/spacer.gif are capable of attaining outputs which are considered to http://www.checkyourassignments.org/images/spacer.gif satisfactory http://www.checkyourassignments.org/images/spacer.gif

2 http://www.checkyourassignments.org/images/spacer.gif in several cases that remain out http://www.checkyourassignments.org/images/spacer.gif the authority of the courts and lawyers. http://www.checkyourassignments.org/images/spacer.gif main aim of team mediation or that of a team conferencing is maintaining effective, dynamic and harmonious working relations within the team. The four important stages of team resolution/mediation are (i) agreeing to the terms of reference and preparation (ii) Initial separate meetings taken with all parties (iii) the team mediation (iv) undertaking follow-up and evaluation ("Team Mediation and Facilitation," 2006)

3) Effective group decision-making skills and problem-solving techniques used by a team.

Effective group interaction is as vital to self growth as to team collaboration. At the time of interacting with a group, a person is able to experience growth in communication, conflict resolution, decision making and leadership. These constitute the five skills which is able to benefit individual skills as also a team interaction. The strength of every individual in the group process is unique and blends to better the large function and effectiveness of the group. These strengths are present across both the tasks and roles of upkeep are related with the groups. The groups need members who cater across both the tasks and maintenance functions to endeavor completion of the task while guaranteeing cohesiveness of the group through maintenance of relational needs. Every individual learns to adapt their skills and talents to the requirements of the group based on the first formation and storming stages. During these stages members try to foster and/or get roles which will best serve the group process. ("What are each individual's strengths in the group process," n. d.)

As organizations mature and undertake work complexities, teams are expected to solve problems regarding all aspects of their work. Regardless of whether a team is temporary, self-managed or a network, it ought to have a process to follow to reach at a solution or a decision. The various steps that constitute problem solving techniques are (i) definition of the problem (ii) decide as regards the process to apply (iii) collecting the information (iv) decision making (v) developing an action plan (vi) following the solution of the problem, auditing and evaluation of the decision process, record and share learning. ("Team work skills," 2005)

Currently, organizations give a great deal of attention in forming the perfect combination of individuals in order to build the best teams. Nowadays organizations make investments running into billions of dollars in training with the hope for a return on their investment found that often in team training; individuals educate themselves to use problem-solving tools and techniques in order to solve problems. The crux of the training is on increasing an individual team member's ability. It was Kirton who emphasized that problem-solving capability and its approach are two distinct things. In 2003 Richards admitted that a team member's knowledge and expertise is not enough in case of a team to get the desired results and therefore individual approaches must also be taken into account. Individuals with similar abilities might approach problems in different manners which have a direct impact on the performance of the team. There are differences in which different individuals approached problems. These differences generated distinct patterns of behavior seen in the team settings. (Scott, 2007)

Differences in problem-solving can be identified through the use of simple instrument popularly known as the Kirton Adaption-Innovation Inventory founded in 1976. Richard in 2003 considered that effective teams need individuals who utilize and value divergent approaches when solving problems. A lot of technical teams abruptly come to the problem-solving process and ignore the approach which individuals like in solving problems. Teams which take on problem in a similar manner have comparatively small amounts of tension, but might not spawn the perfect solution. It is seen with most organizations that they teach employees the manner in which to use problem-solving tools and techniques in order to arrive at decision, but are unable to deal with the nature of the problem to be solved or… [END OF PREVIEW]

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