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Capitolo 8 Gruppo.Pdf Organizzazione Aziendale Capitolo 8, Gruppo: costruzione e dinamiche di Massimo Magni © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Livello di analisi •Organizzazione •Relazioni tra individui •Individuo © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Learning goal Evidenze dell’importanza del team Definizione Condizioni di utilizzo di un gruppo Tipi di gruppi Design e management di un gruppo efficace Soluzione delle patologie di gruppo © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Gruppo: importanza del fenomeno 1985 --> il 20 per cento delle attività in un’organizzazione si svolge in team 2015 --> questa percentuale supera l’80 per cento PERCHÉ? ● Vantaggio cognitivo (mettere a fattor comune le conoscenze individuali) ● Vantaggio motivazionale © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 quando si usa il gruppo invece che l’individuo? • Problema complesso • Problema multidisciplinare • Problema con componente rilevante di creatività e innovazione • Problema che tocca una molteplicità di attori da coinvolgere • Quando le informazioni/competenze sono distribuite tra i membri del gruppo © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Gruppo: definizione Insieme di tre o più individui che interagiscono e dipendono gli uni dagli altri per il raggiungimento di un obiettivo comune e che si riconoscono e sono riconosciuti come entità sociale unica. In altre parole: • I membri del gruppo condividono gli stessi obiettivi • Il gruppo sviluppa ruoli e relazioni interne • Il gruppo esiste quando gli individui riconoscono se stessi come membri e la sua esistenza è riconosciuta dall’esterno • Si basa sul processo di aggiustamento diretto e reciproco tra attori interdipendenti © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Gruppo: tipologie Due dimensioni fondamentali per definire le tipologie 1) Modalità di costituzione: formale-informale Gruppo formale, costituito su mandato organizzativo top-down per il raggiungimento di un determinato obiettivo; Gruppo informale costituito su base spontanea, da persone che condividono un obiettivo comune, e che mettono a fattor comune le proprie risorse. 2) Orizzonte temporale del gruppo: permanente-temporaneo Team con un orizzonte permanente (no durata precostituita alla base della loro formazione) Gruppi temporanei che si concludono con il raggiungimento dell’obiettivo © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Il modello di funzionamento di un gruppo © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Gli stadi di maturità di un gruppo Un gruppo che funziona supera con successo tutti questi stadi © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Obiettivi e comportamenti attraverso le fasi © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Patologie di gruppo: conformismo • L’incapacità del team di attivare processi efficaci può essere principalmente condotta al meccanismo del conformismo • I membri diminuiscono il proprio senso critico per allinearsi al pensiero dominante del team • Il conformismo agisce facendo leva su uno dei principi cardine dell’essere umano: l’accettazione all’interno di un contesto sociale di riferimento © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Meccanismi di propagazione del conformismo Gli effetti negativi del conformismo agiscono principalmente attraverso tre modalità differenti: • Groupthink • Abilene paradox • Polarizzazione © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Groupthink • Il bisogno di consenso e di coesione del gruppo prevale sull’importanza di prendere la decisione corretta o attivare un processo decisionale efficace – Tipico di gruppi coesi, con leader forti, con la convinzione di essere nel giusto © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Abilene Paradox Il paradosso di abilene è un esempio di «ignoranza collettiva» I membri di un team assumono una determinata posizione perché pensano che sia la posizione desiderata dagli altri I membri del team non si confrontano l’un l’altro e prendono una decisione (o agiscono) contro gli interessi di tutti i membri, pensando invece di agire nell’interesse del gruppo © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Risk shift e polarizzazione Polarizzazione La polarizzazione di gruppo si riferisce alla tendenza da parte dei membri a estremizzare l’opinione dominante durante una discussione di gruppo (rispetto a quanto farebbero se dovessero esprimersi individualmente) Dalla polarizzazione deriva il risk shift • Tendenza a prendere decisioni collettive che comportano rischi maggiori o minori di quelli che si assumerebbero individualmente © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Vantaggi delle decisioni di gruppo Vantaggi cognitivi •Aumenta la capacità di trattare informazioni, e quindi crea sistemi decisionali con una razionalità meno limitata rispetto ai singoli •Minori distorsioni date dagli eurismi •Minori distorsioni di framing •Maggiore apprendimento Vantaggi motivazionali •La partecipazione ai processi decisionali aumenta • accettazione • convinzione sulle azioni da compiere © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017 Svantaggi delle decisioni di gruppo • Tempo: il gruppo è a volte meno efficiente di un singolo nella presa di decisione • Dispersione di risorse: sono necessarie risorse ridondanti • Conflitti: è difficile superare il disaccordo data la pluralità dei punti di vista • Frustrazione: il processo decisionale «collettivo» può frustrare alcuni individui • Possibili patologie © EGEA S.p.A. Severino Salvemini (a cura di), Organizzazione Aziendale, 2017.
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