Group cohesiveness

Group cohesiveness has been defined in many ways. In 1982, A.J. Carron defined group cohesiveness as “a dynamic process that is reflected in the tendency for a group to stick together and remain united in the pursuit of its goals and objectives.” It is a social process and difficult to measure within the constructs of formal study. Its importance is invaluable to humankind, as it is the foundation of societal connectivity, problem-solving, communication, success, and self-fulfillment. It has a place in all facets of life: personal, work, and leisure.

In a global world emphasizing the need for harmonious multicultural communities that embrace diversity, group cohesiveness becomes challenging. By nature, group cohesiveness is characterized by its group members being similar in demographics and beliefs. Layer this with the ironic dysconnectivity social media creates, group cohesiveness has become even harder to achieve.

Background

Group cohesiveness became a popular area of social psychology in the 1950s. Its popularity fluctuated throughout the decades as psychologists reacted to the needs of society. Throughout the twentieth century, scientists studied group dynamics and the importance of cohesiveness to understand decision-making behavior, to create effective group therapy techniques, and to analyze the roles of group cohesiveness in economic productivity. Studies have revealed that group dynamics, including group cohesiveness, is at the core of understanding social maladies such as racism, sexism, and other forms of social prejudice and discrimination. Not only were group processes studied in the fields of psychology, sociology, and anthropology, but advocates in the political science, education, business, and communication fields also became interested in the processes of group dynamics.

Member characteristics

In order to describe cohesion, member characteristics that are necessary to achieve group cohesion need to be understood. Cohesive groups possess specific characteristics, which are based on the characteristics of its members. Some of the factors necessary for cohesion include the following:

• Openness and acceptance of new processes and ideas is important in helping to achieve group goals.
• Trust and communication build a safe environment to explore new ideas without judgement and criticism.
• Respect for other members, new ideas, and the processes defined by the group is necessary. There must be agreement on group norms and expectations.
• Past group experience develops the current attitude of members. Past experiences of members determines what feelings they bring to the new group. These feelings need to be understood by all members. Past group experience can also bring new and creative ideas into a group.

Factors affecting quality

• Similarity plays an important role in group cohesion. Those members who are similar in demographics—such as age, ethnicity, and stage of life—will be able to connect and find commonalities. Similar skills, religious beliefs, values, and work ethics also play important roles in developing a cohesive group. Groups that are more diverse have difficulty achieving cohesion and staying together.
• Size can help determine effectiveness. Typically, the smaller the group, the better the cohesion. Communication flows more freely and effectively in smaller groups. Teams of more than ten to twelve people add another level of complexity.
• Communication processes should be outlined and defined, including clear due dates and job requirements. Group rules should include the basic rules of communication such as listening, talking one at a time, and asking clarifying questions if a misunderstanding occurs.
• Prioritizing goal attainment and task accomplishment is necessary for the group to be successful, which, in turn, builds the cohesiveness of the group.

Indicators of group cohesion

Knowing if a group is cohesive is difficult to measure empirically, but there are member indicators that demonstrate when group cohesion is present.

• Interpersonal attraction: Group members enjoy working with one another and seek out opportunities to meet. Laughter and positive feelings can be heard and felt.
• Group pride: Membership brings positive feelings and a sense of pride in being part of the group. Members value their membership in the group.
• Commitment to the work: Members act responsibly, fulfill individual tasks in a timely manner, and believe that their tasks align with the group’s goals. Members become loyal and resist separation from the group.
• Sense of identity: This is characterized by a “we” mentality as opposed to an “I” mentality.
• Regular celebration: Members compliment and thank one another for their contributions on a regular basis.
• Completed goal and satisfaction: Success in achieving a group goal provides a sense of satisfaction and accomplishment, which builds respect for the other members of the team and their contributions.

Developing group cohesion

Because group cohesion is so complex, it takes time to develop. Groups process through stages before cohesion is developed. According to Bruce Tuckman’s 1965 article “Developmental Sequence of Small Groups,” these stages include the following:

• Forming: This stage requires strong leadership to build an open and welcoming atmosphere so that group members can become acquainted, seek similarities, and make connections. Emotions felt by the members include nervousness and excitement. Conversation is formal, polite, and positive. This is the stage where the leader also clarifies purpose, team goals, and member roles. If members have been chosen carefully based on demographics, value systems, and membership skills, then the cohesive process has already begun.
• Storming: This is the stage where members begin to define boundaries and voice their individual differences. Some begin to jockey for position and a hierarchy of power begins to be defined. Members will analyze workload and may feel overwhelmed or frustrated. It is the leader’s role to clarify emotions and issues and facilitate communication and consensus because this is the stage where many groups fail. Depending on the members, the storming stage should provide a means to clarify and establish working norms and a consensus of group roles.
• Norming: Here members begin to appreciate teammates’ strengths and resolve any issues. A stronger commitment to the team goal is developed. Leaders facilitate compromising and provide constructive feedback. The storming and norming stage overlap because more uncertainty reappears as new tasks arise. These two stages are the dynamic stages that will determine the true cohesiveness of the group.
• Performing: This stage is task-oriented, and the team works without friction toward achieving the group goal. The leader delegates and supports the development of the team members. A sense of team membership has been developed. Group cohesion is solid.
• Adjourning: Group celebration on goal attainment happens at this stage. Strong cohesive groups may continue social relationships outside the group. Leaders should gather feedback on processes and discuss how problems were solved to provide a positive group experience for all. This stage builds cohesion for the next group these members participate in.

Importance of Group Cohesion

The value of group cohesion is countless. Groups that are cohesive are more productive, especially in completing complex tasks. Group cohesiveness provides more opportunities for active participation, thus building interpersonal relationships and increased commitment to a goal. Members of cohesive groups can learn from others in their group as they model communication and conflict resolution skills. Success is greater as more complex problems are solved. Stress and anxiety are reduced because of the support given and received by group members.

Overview

As seen, the benefits of group cohesion are invaluable and generally outweigh the disadvantages. However, there are situations where groups do not contribute to higher performance and have negative outcomes. The following are some examples of why negative outcomes may occur:

• The team’s norms conflict with organizational goals.
• Members of a cohesive group apply pressure for all to conform to group thinking, which may stifle creativity and open-minded thinking. This is referred to as “group speak.”
• The group’s goals were unrealistic or inadequate.
• Excessive competition from others outside the group creates pressure and conflict.
• Group allegiance to unsatisfactory leaders.

In some instances, group cohesiveness can actually be detrimental to society. Extremist political or religious groups believe that because of their cohesiveness and shared beliefs, their insights and understandings are accurate. They then develop an identity that is perceived to be invincible. Extreme examples of negative group cohesion can be seen throughout history. Examples include the Nazi regime during World War II (1939–1945), the Ku Klux Klan, and the members of religious cults like the Peoples Temple of the Disciples of Christ in Jonestown, Guyana, which resulted in a massacre in 1978. Extreme political and religious groups sometimes participate in terrorism, such as the destruction of the World Trade Center by al-Qaeda in New York City in 2001.

In addition, group cohesion needs to be seen with respect to the modern global society. By nature, cohesive groups are formed with similar individuals with like beliefs. Yet our communities are filled with individuals from foreign cultures. Because of the global economy, companies are becoming more culturally diversified, presenting interesting issues related to group cohesion. According to the 2002 article “Diversity in the Workplace: Benefits, Challenges, and the Required Management Tools,” in order to increase productivity and capitalize on competitive advantages, companies need to look for ways to embrace diversity. This involves training on cultural differences and recognizing personal bias as well as establishing mentoring programs. This type of training will increase acceptance and understanding of different cultures, thus providing a basis for being part of a cohesive group for a project.

Bibliography

Carron, A. J. “Cohesiveness in Sport Groups: Implications and Considerations.” Journal of Sport Psychology vol. 4, no. 2, 1982, pp. 123–38.

Forsyth, Donelson. “Groupthink and the Tragedy of Heaven’s Gate.” Group Dynamics, 26 June 2013, donforsythgroups.wordpress.com/2013/06/26/groupthink-and-the-tragedy-of-heavens-gate/. Accessed 18 Jan. 2019.

Gleeson, Patrick. “Advantages and Disadvantages of Group Cohesioness & Productivity.” Houston Chronicle, 27 June 2018, smallbusiness.chron.com/advantages-disadvantages-group-cohesiveness-productivity-25046.html. Accessed 18 Jan. 2019.

Green, Kelli, et al. “Diveristy in the Workplace: Benefits, Challenges, and the Required Managerial Tools.” University of Florida EDIS, June 2002, edis.ifas.ufl.edu/hr022#FIGURE%201. Accessed 18 Jan. 2019.

Klein, Stuart M. Workers Under Stress: The Impact of Work Pressure on Group Cohesion. University Press of Kentucky, 2015.

Parsi, Novid. Workplace Diversity and Inclusion Gets Innovative, 16 Jan. 2017, www.shrm.org/hr-today/news/hr-magazine/0217/pages/disrupting-diversity-in-the-workplace.aspx. Accessed 18 Jan. 2019.

Pruit, Allison-Scott, et al. “5 Things We Learned about Creating a Successful Workplace Diversity Program.” Harvard Business Review, 30 Mar. 2018, hbr.org/2018/03/5-things-we-learned-about-creating-a-successful-workplace-diversity-program. Accessed 18 Jan. 2019.

Tuckman, Bruse. “Developmental Sequence in Small Groups.” Psychological Bulletin, vol. 63, no. 6, 1965, pp. 384–99.