The Effects of Group Dynamics on the Overall Organizational Performance
Based on the Cape Coral case study, I learnt that the process of group thinking affected the organizational practice both positively and negatively. According to Pautz and Forrer (2013), the type of effects impacted on the organizational performance depends on the sphere of influence that is, if the group members possess adequate skills for the effective running of the organization, they influenced each other positively. However, in instances where the group members possessed inadequate skills, they influenced each other negatively as well as the performance of the organization. In terms of positive attributes, I discovered that group thinking facilitated obedience and adherence to the organizational set rules because the organizational members made group agreements and set apart the consequences, a factor that made every employee to strictly full the rules. Besides, the conformity group dynamic enhanced unity as well as uniformity in performing organizational practices because the group members came from diverse backgrounds with different values and beliefs. As a result, the principle of conformity reduced the organizational conflicts that could have occurred following unhealthy competition from the organizational members’ differences because there was only one strategy functioning in favour of all group members.
Previously, I have been a part of a group that made poor decisions where some of the symptoms of group thinking included; direct pressure from group members and stereotyping the non-group members. There was no understanding among the group members and everyone held the perception that his ideas were the best thus undermining the opinions of others resulting in poor managerial practices. Thus, the group leader pressured the whole group to perform contrary to the respectful values of the group members as well as lowering the organizational standards. On the hand, the group members stereotyped the non-group members which made prevented growth and development of the organization since members did not borrow other useful ideas from their counterparts.
Reference
Pautz, J. A., & Forrer, D. A. (2013). The dynamics of groupthink: The Cape Coral
Experience. Journal of International Energy Policy (JIEP), 2(1), 1-14. Retrieved from: https://www.clutejournals.com/index.php/JIEP/article/download/7890/7949