Working in Groups

Teamwork can be defined as a “collection or coalition of people who interact meaningfully in the pursuit of common goals or objectives and who have at least a tacit sense of agreed standards, values and common identity” (Schein, 1965). This has left many academics to analyse the benefits of working within a group, and how these compare to the disadvantages.

Working in groups has become increasingly popular with academics and organisations due to the excessive advantages which are obtainable.Groups who set their mind on one specific goal can draw on each other’s knowledge, perspectives and experiences which increase the quality of innovation. There is much evidence suggesting that teams “outperform individuals when the tasks being done require multiple skills, judgement and experience” (Sims, R 2002) compared to those working alone. Members of a team could develop new ideas which can encourage their own learning and widen their knowledge and interpersonal skills with other people.However, many critics view that low- performing teams are “characterised...

by conflict among members” (Sims, R 2000) when there are diverse opinions; these could arise due to the different learning styles we posses. This is supported by Honey and Mumford (1992), they categorised learning styles into activists; reflectors; theorists or pragmatists. This was further emphasised within the 3 hour workshop I was asked to prepare because I found I had to consider all the styles for the newly appointed graduate management trainees otherwise conflicts could amount.Another disadvantage of working within a group could delve from the dictatorship which can occur from an overbearing leader. Buchanan and Huczynski (1985) define leadership where “one individual influences the behaviour of others. ” Proposing these influences are negative, then individuals who are shy may feel intimidated and unwilling to share ideas. Some of the basic tactics of influence have been summarised by Forsyth (1998: 521) as bullying; manipulation; demand and evasion.

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This domineering influence may leave individuals “to form sun- cultural units- based around resistance to managerial activities. This hostility may impact upon the group performing poorly by the tension and stress that has occurred. However, it can be argued that a leader brings organisation by directing group members to a particular task to achieve a goal. They are in a sense attracted to “help each other overcome obstacle and barriers to personal growth and development” (Cartwright and Zabder, 1968). This had been demonstrated during the ‘Sonare Desert’ activity whereby I found as a group we had reached better decisions.I personally conclude the reason being was because we had appointed a team leader who was able to communicate “a clear understanding of the team’s objectives” and appoint the members to sections of the task to complete it in good time, so we had time to discuss it as a group after. The clarity of the leaders’ direction and instruction allows an excellent communication tool between the leader and the members of a team.

Overall, I feel working in groups provides an opportunity which would not be readily available for individual learners.This is because members may introduce new ideas, perspectives and experiences which may increase an individuals’ knowledge. This is supported by most social scientists and theorists who emphasise the benefits of working within a group. Although it can be questioned as to what extent working in groups is beneficial to all types of situations.

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