Group Theory at Work

Group Theory at Work

Team Dynamics for Managers PSY/430

Group Theory at Work

Groups are instrumental in meeting goals and objectives in the workplace. “Whereas individual achievement was once the hallmark of personal success, we now live in an era in which success depends on our ability to work together” (Engleberg & Wynn, p.3, 2003). The extent of that success depends largely on our ability to effectively interact with one another in a group setting. Many ideas and theories relating to the interaction and development of groups have been created in support of this requirement. The application of one of these theories to a real workplace environment can serve to illustrate the impact group dynamics have on the composition of a group and the manner in which it structures itself in order to address and ultimately meet its goals.

A noted element in a number of group interaction and development theories is that of interpersonal behavior. While represented as a factor in most theories, interpersonal behavior is at the heart of William Schutz’s theory named Fundamental Interpersonal Relationship Orientation (FIRO). “FIRO concentrates on three interpersonal needs that most people share to some degree: the needs for inclusion, for control, and for affection. Schutz maintains that people join groups in order to satisfy one or more of these needs” (Engleberg & Wynn, p.26, 2003). This theory states that most people share these interpersonal needs of inclusion, control and affection. The topic of inclusion relates to the degree to which an individual feels accepted within a group. Control relates to their sense of competence and ability to decide things for themselves. Affection relates to the degree to which they feel “liked” by other group members. Under this theory it’s important that the group environment be able to account for and adapt to these varying degrees of interpersonal needs.

Managing and developing a group following Schutz’s theory requires an open,...