Expert Guide to Managing Online Meetings

(Joanna Rotary) #1
The inner life of a group includes:
Group norms – both formal and informal. What is acceptable behaviour
in the group, the type of language that is used, and the patterns of
interaction between individuals – for example, a top-down organisation.

There are conformity pressures which are both good and bad. They
keep groups working together with common goals and minimise
distractions, but too much conformity can lead to groupthink.
People strive for consensus and fear being ostracised, so they don’t
challenge decisions. As a result, sub-optimal decisions are rationalised
by the group leading to poor results. Famous examples include the Bay
of Pigs invasion and the collapse of Swiss Air.^7

Roles that people play in that group. These can be formal work roles or
positions, or less formal roles, that people adopt according to cognitive
style and personality.

Status is ‘social worth’. A complex mixture of some or all of: approval,
respect, power, admiration, and prestige.
There is often a formal management structure, and other routes to
acquiring status:


  • Authentic achievement, and/or celebrity

  • Some strategies are affiliative – based on ability, generosity, and
    number of allies. Such people appear competent, prosocial, and
    well connected and are respected for that.

  • Some strategies are based on intimidation, coercion, and fear –
    and these people will have influence without respect. They are
    seen as difficult and self-serving.

  • In some groups people who are highly knowledgeable might have
    status, or those prepared to take risks - it depends on what is
    valued in that group.

  • Since status is often signalled by consumer goods (especially
    those marketed as expensive and discerning), some people buy
    their way in to status.
    Status is important because it gives people influence , even if they don’t
    have actual power. They have credibility and trust. They can affect
    people’s opinions, shape the framework of a discussion, recommend
    products and ideas – and be heard.


(^7) Groupthink examples in business
Set the group norms
you want consciously at
the start.
Allow people to express
dissenting opinions to
avoid groupthink.
Use decision-making
tools to account for all
opinions.
Most of the ‘difficult
roles’ reveal underlying
needs for appreciation,
validation or security.
It is easier online to
create a level playing
field as people are
more limited in how
they can display their
status.
If you are training set
out your knowledge
credentials at the start.

I
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