Posted: May 24th, 2022

There are several distinct behavior associated with a group

Group
Name
Institution

Part 1
There are several distinct behavior associated with a group. Some difficult attributes of the members have an effect of negatively affecting the productivity. The level of success attributed to the group is solely dependent on tolerance of every person and incorporating varied ideas (Bens, 2012). Ultimately, understanding the role of each member is important in achieving the objective of the entire group. Identifying disruptions among members is a good strategy which can be employed in eliminating possible obstacles to growth. One of the issue that arise in a group situation is monopolizing. This is where an individual dominate contributions. It can results to resentment from other members if not handled in the right manner. Contributions from one person impedes variety of ideas (Bens, 2012). The facilitator is expected to acknowledge opinion of every member and divert attention to others. Additionally, unresponsive members prevent moving on with discussion in the panel. Irresponsibility comes in form of defiance and lack of interest in group work (Brunner et al., 2006). Some members would prefer to listen rather than participate vocally. Although failure to contribute could be regarded as bad behavior, part of the people are extrovert. They need encouragement to motivate them and embrace their presence. Overtime, they might speak less but continually improve with time. Withal, conflict is also witnessed where proper control is not enacted. It becomes destructive when attacks are directed to a particular person. However, conflict is constructive only when individuals are disagreeing on certain points.
Part 2
Controlling a group is governed by traits possessed by the facilitator. The trend observed is linearly related to the leader, who has all powers to instruct. The following traits which I have emulated are core. One, communication skills is pertinent. This is important in passing ideas from one person to the other. A facilitator who lacks good oral skills get subdued by rowdy members. Furthermore, listening skills are also key. A group is basically a common point where ideas are consolidated to solve one major task (Sistare et al., 2001). The leader should be able to listen and critique the ideas presented by various members. Sensitivity is also crucial when handling human beings. People respond differently to issues and hence the importance of understanding their weaknesses. Working with a co-facilitator is a good concept. As it was alluded earlier, gathering of people with diverse behavior could be difficult to handle (Bens, 2012). Handling these people is tiresome and a helper is needed to manage them. Moreover, two people in control are able to divide tasks depending with expertize. The major weakness of two leaders is conflict of interest. In a situation where every facilitator want to be heard and retain command, disorderly arises preventing achievement of the major goal.
Part 3
The group will foresee incorporation of Artificial Intelligence (AI) in the management system of the company. Ensuring right ideas are integrated, open type of group will be used. This is whereby the top management and other employee’s opinions are attracted. The leader in this case will act as a coordinator, directing all activities. The facilitator is also entrusted with laying strategies of accomplishing the work through consulting the experts in the group. It is important to note that for a group to succeed, inclusion of all levels of employees is core. This would eliminate seclusion and every member in the organization feel valued. In order to enhance effectiveness, membership of ten people meeting for a period of one months is good enough. Allowing participation in the group would be pegged to education qualification of an individual and a good working track record. Additionally, the rule of the group will focus on quality services delivery.

References
Bens, I. (2012). Facilitating with Ease! Core Skills for Facilitators, Team Leaders and Members, Managers, Consultants, and Trainers. Hoboken: John Wiley & Sons.
Dwortz, Madeleine F., et al. “Neural systems that facilitate the representation of social rank.” Philosophical Transactions of the Royal Society B 377.1845 (2022): 20200444.
Brunner, L. D., Nutkevitch, A., & Sher, M. (2006). Group relations conferences: Reviewing and exploring theory, design, role-taking and application. London: Karnac.
Sistare, C. T., May, L., & Francis, L. (2001). Groups and group rights. Lawrence, Kan: University Press of Kansas.

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