9 Group Cohesiveness
If this were a textbook in Introductory Physics it would define cohesion as the mutual attraction that holds together the elements of a body. This of course, is a small group communication textbook, but it offers a very similar definition of group cohesiveness. Cohesiveness is the degree of attraction that members feel toward one another and the group. It is a feeling of deep loyalty, of “groupness,” of esprit de corps and the degree to which each individual has made the group’s goal his or her own. It is a sense of belonging and a feeling of morale. Cohesiveness results from the interaction of a number of variables, including group composition, individual benefits derived from the group, task effectiveness, and, first and foremost, communication.
Composition and cohesiveness: building a team:
People often join groups because they feel an attraction toward the people in the group. Factors discussed earlier, such as the similarity of group members or the degree to which group members’ needs complement one another, are influential in the development of group cohesiveness.
To borrow a metaphor from the sports world, the best team has the right players at the right positions, as well as good coaching. Based on their size, speed, aggressiveness, reaction time, and so forth, different players are suited for different positions. So it is with groups: For maximum effectiveness they need participants with different talents that complement one another.
Cohesiveness develops around both the task and relationship dimensions. Building a group solely on the basis of similarity in interpersonal attraction predicts strong cohesiveness based on relationships, but mediocrity as a task group. This is why self-selected groups are often less cohesive—and less productive—than groups in which membership has been assigned carefully, with the group’s task in mind. The characteristics we find most attractive in a friend might not be those best suited to help us do a job. Evidence from college classroom groups suggests strongly that self-selection is not the best policy. In one study, by nearly a two-to-one margin, students who formed their own groups reported that group as one of their worst group experiences. On the other hand, extreme diversity within a group brings stimulating perspectives to problem solving but might strain the relational aspects of group process.
Most work groups today are culturally and racially diverse in addition to reflecting a range of talents and expertise. Such diversity can be source of strength because of the multiple perspectives it brings to problem solving if the group can work together to minimize misunderstandings that can come from diversity; that takes leadership.