How the System Affects
the Group
Managing Groups
by Michael Grinder & Mary Yenik
Designed by Chris Arnold
Michael Grinder recently published Managing Groups, his ground-breaking work on group dynamics. The book has two versions: Inside Track is 500 pages and is the choice of those well-versed with his discoveries. Fast Track is 250 pages and is popular amongst people who want to familiarize themselves with his work.
Tools for Negotiating Change
For a group to be healthy or at the very least functional, the system and the group negotiate with each other. Here is a quick start guide to one of the seven negotiating tools found in Chapter Eight, “Negotiating for a Healthy Group.” It is written from the perspective of the person-in-charge of a group who is negotiating with a system. These tools are equally useful for someone at the system level who is negotiating with a particular group within a system.
For a group to be healthy or at the very least functional, the system and the group negotiate with each other. Here is a quick start guide to one of the seven negotiating tools found in Chapter Eight, “Negotiating for a Healthy Group.” It is written from the perspective of the person-in-charge of a group who is negotiating with a system. These tools are equally useful for someone at the system level who is negotiating with a particular group within a system.
Managing Groups suggests that the concept of system is relative. Often a person-in-charge of a unit or group sees his boss as “the system.“ Yet this intermediate boss might see her position simply as a manager of several units/groups. She sees the system as those above her.
So when you are trying to decide whether you are in charge of a group or in charge of a system, it might be easier to ask yourself, “Am I interested in negotiating with the person above me?”—in which case, you are in charge of a group and negotiating with the system. Or, “Am I interested in negotiating with someone below me?”—in which case, you are functioning as a “higher up” who is in charge of a system and negotiating with someone in charge of a group.
Three Variables
Three variables influence how a system affects a group:
- Group health: How functional is the group?
- System health: How functional is the system?
- System influence: How much influence does the system have on the group?
When a system is functional, the group benefits from lots of interaction with the system. However, if the system is dysfunctional, it’s better to minimize your group’s interaction with the system. The best scenario is a functional system with high influence on a functional group. The worst scenario is a dysfunctional system with high influence on a dysfunctional group; in this case, all you can do is confirm the sanity of your associates.
A self-mentoring process
Answer four simple questions, and you will arrive at a description of your situation, a suggestion on what to do, a prediction of what is likely to happen, and a vignette as an example of what you might be experiencing. These questions will help you determine whether you want more support from the system or more latitude to operate without interference from the system.
If the system is more functional than your group, you want more contact with the system. If the system is less functional than your group, you want freedom. Even if you are part of a dysfunctional system or group, at least your sanity is confirmed.
By: Michael Grinder
Author of Managing Groups,The Fast Track (250 pages) and The Inside Track (500 pages)