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UNIT 3: Cohesion and Development

3.0 Learning Outcomes

At the end of accomplishing this lesson, you will be able to:

1. Discuss the Nature of Cohesion
2. Differentiate Cohesion and Commitment
3. Recognize the Role of Satisfaction in Group

3.1 Introduction

Working in groups is a key activity for people in most personal and professional
settings. However, building effective groups and teams is not always easy. One key aspect
of effective group working is developing group cohesiveness or cohesion: a sense shared by
all the members that they belong to the group.

It is well known that new teams go through a natural process to start performing,
which can take some time. There are various programs which are designed to accelerate this
process and develop high levels of team engagement quickly, which is tremendously
successful for existing teams as well as new teams and project teams.

In any groups, members are busy with routine matters and activities to meet the goals.
Their main concern is what to do, rather than how to do. In the main pursuit of the goals,
they are primarily concerned with substantive aspects and tend to have lesser focus on some
other dimensions which may be equally important, and which may in the long run help
organizations achieve the goals more effectively.

One such dimension which has been neglected is the group process dimension, i.e.,
Cohesiveness which leads one’s organization climate to get involved in one’s job and also
which is the vital aspect of any workplace for better productivity. The Psychological concepts
cohesiveness and group engagement belong to the category of what forms an effective and
productive environment at workplace today, thus becoming an essential topic in discussing
group dynamics. These concepts will cover this module and how these factors lead to
group’s commitment and satisfaction. Before we start the formal discussion let us consider
the following questions below.

1. What is cohesion in among groups?

2. How cohesion can result to commitment among members of the group?
3. What are the advantages and disadvantages of too much cohesion?
4. What are the factors that could help develop effective groups?

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3.2. Discussion
A group is not just a set of
individuals, but a cohesive whole that
joins the members in interlocking
interdependencies. This solidarity or
unity is called group cohesion and is a
necessary, if not sufficient, condition
for a group to exist. A group may begin
as a collection of strangers, but, as
uncertainty gives way to increasing
unity, the members become bound to
their group and its goals. As cohesion
and commitment ebb and flow with
time, the group’s influence over its
members rises and falls.

The Nature of Cohesion

Cohesion can lay claim to being group dynamics’

most theoretically important concept. Derived from the
Latin word “haesus” which means to cling to, the term
cohesion has been defined as the degree to which members
are attracted to one another and share the group’s goal.
That is, the more the members are attracted to each other
and the more the group’s goals align with their individual
goals, the greater the group’s cohesiveness.

Cohesiveness refers to the degree of unity in a

group. It shows the extent to which the members are
attracted to each other while working towards the goal or
to satisfy the social and emotional needs of its members.

The greater the degree of attachment, the greater is the likelihood that all members
will conform strictly to the group standards and greater the likelihood that its leader will
represent the feelings of all members.” Cohesive groups are more powerful and are more
likely to act in unison when their expectations do not come to be realized.

Group cohesiveness is an important indicator of how much influence the group as a

whole has over the individual members. It can be thought of as the strength of the ‘glue’
which holds the group together. It is defined as the degree to which members are attracted
to one another and share the group’s goals. Cohesiveness causes more harmonious behavior
in group members.

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A cohesive group is able to act as one body to achieve its goals. According to Shaw,
members of highly cohesive groups are more energetic in group activities, are less likely to
be absent from group meetings and are happy when the group succeeds and sad when it
fails, whereas members of less cohesive groups are less concerned about the group’s
activities; the members are not dedicated to the group and its purposes; their loyalty and
support are mediocre or variable.

Members of a highly cohesive group develop some common characters- they respect
everyone, fully commit to group decisions, create accountability among the members and
assume good motives. Positive norms can improve group cohesiveness and lead to increased
group performance.

Various Features of Group Cohesion

Cohesive groups have relatively few members.

Members have similar interests and backgrounds.
They have a high degree of status within the organization.
Members have ready access to one another so that interpersonal communication is easy
to maintain.
They are physically remote or isolated from other groups in the organization.
The leader of the group usually rewards cooperative behavior.
Cohesive groups are pressured or threatened by some common outside force and
They have a history of past success.

Features of Group Cohesiveness:

Group cohesiveness is another important factor besides group norms which affects
group behavior. Group cohesiveness means the degree of attachment of the members to their
group. If group cohesion is high, the interaction between members of the group is high and
the degree of agreement in group opinion is high.

A cohesive group usually has the following features:

✓ The members share the group goals and normal and have common interests and
backgrounds.
✓ The number of members is small.
✓ The members interact among themselves quite frequently and interpersonal
communication is very effective.
✓ Group loyalty among the members is high because the group enjoys high status.
✓ The members stand united against any perceived external threats to the group.
✓ The members keep themselves glued to the group as they feel that their needs would be
satisfied by the group.

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A cohesive group alone can achieve the desired goals. Everyone in the group knows his
responsibility. Goal is not simply an outcome of the work, it has to be result oriented. This is
made possible by a responsible cohesive group.

1. Personal Attractiveness: Virtues and values of an individual are the basis of personal
attraction between each other. These foster respect and mutual understanding. They also
create confidence and trust in the members of a group, leading to personal growth and
development.

2. Independence for Cooperative Decisions: Members of a group may have independence

to perform their functions with other groups. In the modern management system, a cohesive
group with a facility of cooperative decision at the work place need to be promoted.

Their performance being of a high standard is mainly due to employees’ commitment,

achieved through empowerment devices like cooperative decision making, greater
involvement and worker-management consultation. A cohesive work group only can fulfil
such commitments in an organization.

3. Management Behavior: Behavior of management has a direct effect on the cohesion of

work groups. A conflict is disgusting and is considered as something resulting from inter-
personnel relations rather than structural contradictions. Management has a special
responsibility to obtain the consent of workers to its program of action to motivate them.

4. Group Provides Security:

Members are provided security by the group from all external threats and pressures from
other groups. In a particular situation for safeguarding the individual’s interest, the group
may forget their differences to meet the threats and pressures and protect the members.

5. Leadership Style: Every leader has a style of his own to deal with interpersonal relations.
An effective leader understands his subordinates as well as their needs. He integrates the
individual with the organization and leads them to achieve the goal. Thus, leadership
influences group cohesiveness to a large extent.

Cohesiveness of a group can lead to the following

outcome:

• Increment in interaction of individuals,

• Cooperative behavior,
• Satisfaction amongst the group members,
• Goal orientation and success,
• Enhancement of productivity.

It is well-established that productivity depends upon

the morale of the workers and leadership of the group.

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Components of Cohesion

This diversity of meanings and interpretations reflects the complexity inherent in the
concept itself. Cohesion is not a simple, unitary process but a multi-component process with
a variety of indicators. The table below presents these diverse definition and interpretations
of cohesion.

A uniquely group-level concept, cohesion comes about if, and only if, a group exists.
Without at least some degree of cohesion, groups would disintegrate as each member
withdraw from the group. The concept of cohesiveness, too, offers insights into some of the
most intriguing questions people ask about groups: Why do some groups disintegrate in the
face of adversity, whereas others grow even stronger? We will dig in further.

If one understands the causes and consequences of cohesion, then one is further along in
understanding a host of core processes that occur in groups, including productivity,
members’ satisfaction and turnover, morale, formation, stability, influence, and conflict.

On the other hand, recognizing that I single or few definitions cannot be comprehensive,
the following sections examine four interrelated processes—social relations, task relations,
perceived unity, and emotions—that serve as the glues that hold groups together.

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Cohesion and Commitment over Time

Team cohesion is the degree to which individual members want to contribute to the
group’s ability to continue as a functioning work unit. Members of cohesive teams have
emotional and social bonds that link them to one another and to the group as a whole. These
ties enable members to sustain their efforts on behalf of the team and make it more likely
that the team will achieve its goals. The team follows the stages of development. Few groups
become cohesive, efficient teams from the moment their members first meet. Instead, they
experience group
development—a pattern
of growth and change
beginning with initial
formation and ending, in
most cases, with
dissolution.
Organizational
commitment includes
affective, continuance
and normative wherein
members developed a
sense of obligation to stay
in the organization.

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Stages of Group Development

How group have developed is also one of the most important factor to consider in
group dynamics, thus results to the group’s cohesiveness as well. The stages of group
development are commonly known as: Forming, Storming, Norming, Performing, and
Adjourning. Tuckman's model explains that as the team develops maturity and ability,
relationships establish, and leadership style changes to more collaborative or shared
leadership.
Tuckman's original work simply described the way he had observed groups evolve,
whether they were conscious of it or not. The real value in recognizing where a team is in the
developmental stage process, and assisting the team to enter a stage consistent with the
collaborative work put forth. In the real world, teams are often forming and changing, and
each time that happens, they can move to a different Tuckman Stage.

A group might be happily Norming or Performing, but a new member might force
them back into Storming, or a team member may miss meetings causing the team to fall back
into Storming. Project guides will be ready for this, and will help the team get back to
Performing as quickly as possible.

1. Forming. The initial forming stage is the process of putting the structure of the team
together. Team members feel ambiguous and conflict is avoided at all costs due to the need
to be accepted into the group. Team members look to a group leader for direction and

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guidance. To advance from this stage to the next stage, each member must relinquish the
comfort zone of non-threatening topics and risk the possibility of conflict.

2. Storming. This stage begins to occur as the process of organizing tasks and processes
surface interpersonal conflicts. Leadership, power, and structural issues dominate this stage.
In order to progress to the next stage, group members must move from a "testing and
proving" mentality to a problem-solving mentality. The most important trait in helping
teams move to the next stage is the ability of team members to listen to their team mates -
what are they trying to say?

3. Norming. In this stage, team members are creating new ways of doing and being together.
As the group develops cohesion, leadership changes from ‘one’ teammate in charge to shared
leadership. Team members learn they have to trust one another for shared leadership to be
effective. The major task function of stage three is the data flow between group members:
They share feelings and ideas, solicit and give feedback to one another, and explore actions
related to the task. Creativity is high. Collaboration emerges during this stage when team
work ethic and shared leadership is understood. The major drawback of the norming stage
is that members may begin to fear the inevitable future breakup of the team; they may resist
change of any sort.

4.Performing. True interdependence is the norm of this stage of group development. The
team is flexible as individuals adapt to meet the needs of other team members. This is a
highly productive stage both personally and professionally. The Performing stage is not
reached by all groups. If group members are able to evolve to stage four, their capacity,
range, and depth of personal relations expand to true interdependence. In this stage, people
can work independently, in subgroups, or as a total unit with equal competencies.

5. Adjourning. In this stage typically team members are ready to leave (course termination)
causing significant change to the team structure, membership, or purpose and the team
during the last week of class. They experience change and transition. While the group
continues to perform productively, they also need time to manage their feelings of
termination and transition. The final stage, adjourning, involves the termination of task
behaviors and disengagement from relationships. A planned conclusion usually includes
recognition for participation and achievement and an opportunity for members to say
personal goodbyes. Concluding a group can create some apprehension – in effect, a minor

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crisis. The termination of the group is a regressive movement from giving up control to
giving up inclusion in the group.

Consequences of Cohesion

Cohesion is something of a “purr word.” Most of us, if asked to choose between two
groups—one that is cohesive and another that is not—would likely pick the cohesive group.
But cohesiveness has its drawbacks. A cohesive group is an intense group, and this intensity
affects the members, the group’s dynamics, and the group’s performance in both positive
and negative ways. Cohesion leads to a range of consequences—not all of them desirable.

✓ Member Satisfaction and Adjustment

A cohesive group creates a healthier workplace, at least at the psychological level.

Because people in cohesive groups respond to one another in a more positive fashion than
the members of noncohesive groups, people experience less anxiety and tension in such
groups. Cohesive groups can, however, be emotionally demanding.

The old sergeant syndrome, for example, is more common in cohesive military
squads. Symptoms of psychological disturbance, including depression, anxiety, and guilt,
exhibited by noncommissioned officers in cohesive units that suffer heavy causalities.
Strongly loyal to their unit and its members, these leaders feel so responsible for their unit’s
losses that they withdraw psychologically from the group. Although the cohesiveness of the

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unit initially provides psychological support for the individual, the loss of comrades during
battle causes severe distress.

Individuals who are members of cohesive groups—with cohesion defined as a strong

sense of belonging to an integrated community—are more actively involved in their groups,
are more enthusiastic about their groups, and even suffer from fewer social and interpersonal
problems. Members are also more committed to their groups, where commitment is
indicated by the degree of attachment to the group, a long-term orientation to the group, and
intentions to remain within the group and even sacrifice their own individual desires for the
good of the group.

✓ Group Dynamics and Influence

As cohesion increases, the internal dynamics of the group intensify. In consequence,

the pressure to conform is greater in cohesive groups, and individuals’ resistance to these
pressures is weaker. Irving Janis’s (1982) theory of groupthink suggests that these pressures
undermine a group’s willingness to critically analyze its decisions.

✓ Group Productivity

Most people consider cohesion to be a key ingredient for group success. The cohesive,
unified group has, throughout history, been lauded as the most productive, the most likely
to win in battle, and the most creative. So, when the U.S. Hockey Team won, most sports
commentators explained the victory by pointing to the U.S. team’s cohesiveness, even
suggesting that a unified team could work “miracles.” But is this folk wisdom consistent
with the scientific evidence? Are cohesive groups really more productive? You have to
answer this in your activity.

Cohesion and performance are linked, both because success increases a group’s
cohesion and because cohesive groups tend to outperform less cohesive groups. Meta-
analytic studies by Mullen, Copper, and other researchers suggest that each component of
cohesion contributes to task proficiency.

Even though cohesive groups tend to outperform less cohesive groups, this
relationship is strongest when members are committed to the group’s tasks. If group norms
do not encourage high productivity, then cohesiveness and productivity are negatively
related.

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Activity 3: Case Study – U.S. Olympic Hockey Team of 1980: Miracle

Makers. Consider the following questions to be answered in your
article.
1. Do Cohesive Groups Outperform Less Unified Groups?
2. Are Cohesion and Performance Causally Connected?
3. What Is It About Cohesive Groups That Makes Them More Effective?

3.3 References

Forsyth, Donelson R. (2007) Group Dynamics. Thomson Asian Edition.

Franz, Timothy M. (2012) Group Dynamics and Team Interventions. John Wiley & Sons, Ltd.,
Publication
Tria, Geraldine E. & Jao, Loreto V. (2009) Group Dynamics. Manila, Phil.

3.4 Acknowledgment
The images, tables, figures and information contained in this module were taken from
the references cited above and google.com.

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Assessment No. 3 Group Dynamics Date: _______________

Name: ________________________________________ Year & Section: ____________________

A. Multiple Choice. Encircle the letter of your chosen answer.

___1. What is group dynamics’ most theoretically important concept?

A. Group B. Team C. Cohesion D. Development

___2. Which of the following pertains to the degree of unity in a group?

A. Positive Support B. Cohesiveness C. Cohesion D. Development

___3. How is group cohesiveness considered an important indicator of how much influence
the group as a whole has over the individual members?
A. It can be thought of as the strength of the ‘glue’ which holds the group together.
B. It is relevant as to the degree to which members are attracted to one another and share the
group’s goals.
C. It causes more harmonious behavior in group members.
D. All of the above.

___4. Who among them mentioned that members of highly cohesive groups are more
energetic in group activities, are less likely to be absent from group meetings and are happy
when the group succeeds and sad when it fails, whereas members of less cohesive groups
are less concerned about the group’s activities; the members are not dedicated to the group
and its purposes; their loyalty and support are mediocre or variable?
A. Forsyth B. Shaw C. Lewin D. Bulatao

___5. Which of the following is not one of the types of Organizational Commitment?
A. Task Commitment B. Affective Commitment
C. Continuance Commitment D. Normative Commitment

___6. As groups increase in size, which of the following typically occur?

A. Complexity decreases because there are more people to share the load
B. Decision making becomes more time consuming
C. The number of nonparticipants in discussion and problem solving tends to increase
D. B & C

___7. Productivity and cohesiveness in groups are interconnected in which of the following
ways?
A. As productivity increases, cohesiveness likely decreases
B. As cohesiveness increases, productivity likely decreases
C. As cohesiveness decreases, productivity likely increases
D. None of the above

___8. Group cohesiveness does NOT have which of the following characteristics?
A. Interpersonal attraction B. Group pride

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C. Commitment to the work of the D. Groupthink

___9. Which factor increases group cohesiveness?

A. Trust B. Diversity C. Negative past group experiences D. Arrogance

___10. Which of these terms describes the degree to which group members come together
as one unit to reach a common goal?
A. group cohesion B. group synergy C. group collaboration D. group respect

___11. Which of these is not considered a characteristic of cohesive groups?

A. members see themselves as one entity rather than a collection of individuals
B. members have a positive regard for one another and get along well
C. members have a feeling of deep loyalty and togetherness
D. members hold hidden agendas

___12. Which of these terms is used to describe a sequence of planned activities aimed at
improving teamwork to increase group cohesion and effectiveness?
A. team restructuring B. focus group
C. team building D. group development

___13. According to Tuckman (1965), which of the following is NOT a stage of the life cycle
of a group?
A. performing B. norming C. reforming D. storming

___14. Which of the following is NOT suggested as an explanation for poor group
motivation?
A. latent misanthropic enjoyment of group failure B. lack of clear performance standards
C. seeing that others aren’t pulling their weight D. lack of individual feedback

___15. Which of the following order presents Tuckman's stages of group development?
A. Norming, storming, forming, performing, adjourning
B. Forming, storming, norming, performing, adjourning
C. Founding, storming, norming, performing, adjourning
D. Forming, staining, norming, performing, adjourning

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