Internally Integrating the Group
Through
Distribution of Power and
Assignment of Status
Art Madsen, M.Ed.
During the timeframe that external relationships are being
established suitably and that the group’s primary focus is being defined
through member interaction, the prospective leader of any organization or
group, including, of course, corporate entities, must begin to grapple with the
complexities of internally determining which group members will possess
authority and at what level. During
this process, the prospective leader may find himself, or herself, literally
deposed from a prominent position within the new organization in spite of
having previously enjoyed considerable latitude in the initial stages of the
group’s existence. Moreover, if internal mistakes are made, even after external
connections and relationships have been solidified, then even the group’s
integrity and viability can be threatened by strife, aggression, and
dissension. This brief report, focusing
on these group-culture authority issues, will discuss the impact that failure
to structure an appropriate authority and status hierarchy can have on an organization. Many of the principles and concepts
presented in Shein (Univ. of Phoenix, 1992, 79-82) will form the basis for this
assessment and analysis.
During the initial phases of forming an organization,
dynamic interaction is occurring on several fronts. Not only, as mentioned in opening remarks above, are external
connections being fused, but group-members are jockeying for authority and
status within the group itself. If not
handled correctly by a thoughtful individual, the interplay among members can
prove deleterious to the organization’s effectiveness. There is a reciprocal
game of “mutual testing’, as Shein refers to it, that lies at the core of the
negotiating and persuasion process.
Primary authority is generally allocated, by general consent, on the
basis of perceived capability and leadership skills. The degree of influence of
each member is usually expressed by verbal interaction and by recognition of
past and present accomplishments both within the new group and from previous
performance.
If this process is carried out properly, the maturation and
integration of the organization proceeds normally, even commendably. However, if contentiousness arises and a
consensus cannot be reached, then in-fighting and power-plays can (and often
do) occur. This scenario transpires
when the initial group leaders attempt to impose their own conditions, criteria
and terms on other members through application of at-first gentle, but
ever-increasing pressure. There will be preliminary rules agreed-upon on a
temporary basis, but often these rules become entrenched through weak
opposition from somewhat more subservient and docile members. Thus, the initial rules, proposed by the
original leader and perhaps one of his close associates, frequently end up
becoming the permanent rules, to the advantage of the power-distributor,
invariably the initial leader. This is essentially the granting of leadership
power and status by direct or indirect abdication of other members’ rights to
achieve similar status. The leader can
then proceed to allocate authority as he or she sees fit, virtually without
opposition, unless the group’s dynamics shift in accordance with any number of
complex patterns, some of which are described by Shein.
There are innate characteristics within human beings that
transform some persons into individuals who must dominate others and some into
those who become passive followers or compliant mid-level managers. This
dichotomy is related to a process associated with our personal cultural
backgrounds, our perceptions of society, and our interactive dealings with
others. Aggression and passivity might
also be correlated with educational background, although there seems to be no
solid evidence of this. Even if
striking truckers might lack formal education and are quite violent, on the
other end of the spectrum, for example, was Winston Churchill, a highly
educated man, who fought valiantly and violently on behalf of his nation. So, aggression is not necessarily correlated
with education or experience, and, hence, the group-dynamics paradigm becomes
more complex.
Many
companies prefer to avoid these extremes of power and passivity, and they tend
to adopt a negotiating posture, one that underscores the need to communicate
objectively and dispassionately. By
negotiating power sharing and status assignment within a group, there can be a
true sense of progress and equity among all members, each participating in
their areas of strength. Ideally, during negotiations and discussion, there
should be a reduction, in professional circles at least, of openly aggressive
behavior and an adherence to the rules, which should have been negotiated
fairly from the outset.
Shein postulates
that ‘autocratic’ and ‘paternalistic’ organizations are not ideal, since such
terms, as well as such organizational structures themselves, tend to severely
restrict and narrowly define the latitude a group should ideally possess. He
seems to think that negative consequences and adverse effects can be avoided,
during the power negotiation and distribution stage, if egalitarian, fair and
just principles are applied and if man’s sometimes aggressive nature is subdued
by rules and agreements, both when the group is in its formative stages and in
later developmental periods of its growth and expansion. Internal integration is, therefore, of
paramount importance and successful, equitable and well-negotiated power
distribution plays a significant role in stabilizing and solidifying the
group.