HomeEvents & ResourcesHR Blogs6 Main Steps to Group Dynamics Styles: Understanding The Differences

6 Main Steps to Group Dynamics Styles: Understanding The Differences

Do you ever feel like there are too many people in the room but can’t figure out what everyone’s role is? Understanding different group dynamics styles and finding your place within a group can be complicated. From working with a diverse group of personnel on the same project to managing a team of people working together to complete separate tasks, there are multiple dimensions to figuring out each individual’s role.

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Comprehending the preferred communication style of your team members will help you assign tasks appropriately and manage conflict effectively.

First step: Open communication

Before identifying employees’ work styles, we must establish open communication in the workplace. Open communication is the soul of any successful group. It allows team members to share ideas, feelings, and problems so that they can be addressed and resolved. Without open communication, groups can quickly become stagnant and dysfunctional. There are a few things that you can do to encourage open communication to improve group dynamics:

  • Make sure that everyone feels comfortable speaking up. This means creating an environment where people feel safe to voice their opinions, even if they differ from the majority.
  • Encourage questions and feedback. If people feel like their input is valued, they will be more likely to share it.
  • Stay open to new ideas. People should feel like they can bring up new topics or suggestions without fear of judgement or rejection.

If you create an environment where open communication is encouraged, you’ll find that your group functions better as a whole.

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Second step: Align behavioural group dynamics 

  • Command: the group’s leader takes complete control and makes all the decisions. This can be effective in highly structured organisations or when quick decisions need to be made. However, it can also lead to conflicts and resentment if employees feel like they’re not being given a voice.
  • Consultation: this style of communication is similar to a commanding manner. However, the group leader seeks input from employees before making decisions. This can help build buy-in and create a more collaborative environment. However, it can also lead to delays if employees cannot reach a consensus.
  • Delegation: the leader delegates authority to employees and allows them to make decisions. This can empower employees and increase their commitment to the organisation. However, it can also lead to confusion and chaos if there aren’t clear responsibility assignments.
  • Facilitation: this communication style is focused on helping employees work together effectively. The group leader provides guidance and support but ultimately allows employees to take the lead in problem-solving and decision-making to create a more cohesive team. Still, it can also be less effective if employees disagree about how things should be done.
  • Laissez-faire: the group leader takes a hands-off approach and allows employees complete freedom in doing their tasks freely. This style is only suitable for creative jobs/tasks, such as fashion design, studio arts, etc. In the case of a consulting business, it isn’t recommended to apply this leadership style.

Third step: Conflict resolution

In every group, there will always be some level of conflict. Understanding the different conflict resolution styles is essential to manage and effectively resolving disputes when they arise. There are six leading conflict resolution group dynamics tactics:

  • Competing is all about winning. It is the opposite of accommodating, and generally, people employing this tactic are focused on their own goals and not wholly concerned with the requirements of others.
  • Accommodating is the opposite of competing. When using this tactic are more concerned with the needs of others than their own. They are willing to sacrifice their own goals and conditions to maintain harmony in the group dynamics.
  • Avoiding involves avoiding conflict altogether. People who use this tactic try to avoid arguments and avoid any situation that might lead to conflict.
  • Collaborating is all about finding a win-win solution. People who use this style work together to find a solution that meets everyone’s needs. They are good at compromise and communication.
  • Compromising: This style is similar to collaborating but doesn’t involve as much give-and-take. People who use this style try to find a middle ground between two conflicting parties. They are willing to make some sacrifices to reach an agreement.

Forth step: Achievement evaluation

In any workplace, it’s essential to periodically evaluate staff achievements to maintain high standards and improve productivity. However, this can often be difficult, as measuring someone’s accomplishments precisely can be hard.

Organizations should consider individual and team performance when evaluating employee performance. Personal achievements can be measured by productivity, quality of work, and customer satisfaction. Team achievement can be measured by team cohesion, communication, and problem-solving.

Organizations should also consider how well employees meet the objectives outlined in their job descriptions. Job descriptions should outline the tasks and responsibilities an employee is expected to complete. Organizations can better understand their overall performance by evaluating whether or not employees are meeting these objectives.

When conducting achievement evaluations, leaders should consider both quantitative and qualitative data. Quantitative data can be collected through productivity metrics, error rates, and customer satisfaction surveys. Qualitative data can be managed through observations, interviews, and focus groups. Employers should also solicit feedback from employees’ direct supervisors when conducting achievement evaluations.

Achievement evaluations should be conducted regularly, such as annually or semi-annually. They should also be aligned with the organization’s overall performance management system. By incorporating achievement evaluations into the performance management system, leaders can ensure that they are using a comprehensive approach to assess employee performance.

Fifth step: Emotional stability

Emotional Stability

Emotional Stability

There are six Emotional stability traits, each with its strengths and weaknesses—this need to be considered carefully when forming your team to avoid clashing between members.

  • The control freak. This person is very detail-oriented and wants everything to be done their way. They can be inflexible and resistant to change. While they may be good at organising things, they can also be overly critical and micromanage.
  • The free spirit. This person is creative and spontaneous. They’re not as concerned with rules and structure and prefer to go with the flow. While they can bring a lot of energy and fresh ideas to the team, they can also be disorganised and unreliable.
  • The people pleaser. This person is always looking to make others happy. They’re cooperative and want everyone to get along. Along with creating a harmonious environment, they may avoid conflict or make decisions that please everyone. However, they don’t feel it necessary to move the team forward constantly.
  • The taskmaster. This person is all about getting things done efficiently and effectively. They’re focused on results, not relationships. While they’re great at keeping the team on track, they can also be insensitive to others’ needs or be overly demanding.
  • The caretaker. This person is compassionate and supportive. They always put others’ needs before their own. However, they might hesitate to speak about work issues directly since they fear damaging others’ feelings.

Sixth Step: Supportive corporate culture

A supportive corporate culture appears when employees actively offer help or encouragement to others. This can be seen as compassionate and caring behaviour. A supportive behaviour work style is usually encouraged in the workplace.

This type of behaviour is beneficial for a number of reasons, including:

1. It fosters a positive work environment.

When employees are supportive of one another, it creates a positive work environment. This positive environment can lead to increased productivity and morale.

2. It promotes teamwork.

A supportive work style promotes teamwork by encouraging employees to help one another. This type of teamwork can result in greater efficiency and better results.

3. It builds trust.

When employees support one another, it builds trust within the team. This trust can lead to improved communication and collaboration.


traicie’s psychological and free cultural fit test wouldn’t have been possible without our participating business partners and academical experts from Universities. The organizations that collaborated with us to research all the top performers in each industry discovered that they all shared 29 common working styles.

Finally, these 29 factors set them apart from the competition and contribute to their organizational success.

Do you know that traicie’s sourcing tools for recruiters can help the hiring team with culture-based hiring but also improves the strategic, operational value of the recruiting process :

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