Editing Group dynamics (section)

===Group structure===
A group's structure is the internal framework that defines members' relations to one another over time.<ref>Wittenbaum and Moreland. (2008). ''Small-Group Research in Social Psychology: Topics and Trends over Time''.</ref> Frequently studied elements of group structure include roles, norms, values, communication patterns, and status differentials.<ref name=Jex>{{cite book|last=Jex|first=Steve &|title=Organizational Psychology: A Scientist-Practitioner Approach|year=2008|publisher=John Wiley & Sons, Inc|location=Hoboken, New Jersey|pages=341–365|edition=Second|author2=Britt, Thomas}}</ref> Group structure has also been defined as the underlying pattern of roles, norms, and networks of relations among members that define and organize the group.<ref name=forsyth>Forsyth, D.R. (2009). ''Group Dynamics''. New York: Wadsworth.</ref>

'''Roles''' can be defined as a tendency to behave, contribute and interrelate with others in a particular way. Roles may be assigned formally, but more often are defined through the process of role differentiation.<ref>Levine. (1998). ''The Handbook of Social Psychology.''{{full citation needed|date=May 2019}}</ref> Role differentiation is the degree to which different group members have specialized functions. A group with a high level of role differentiation would be categorized as having many different roles that are specialized and narrowly defined.<ref name=forsyth/> A key role in a group is the leader, but there are other important roles as well, including task roles, relationship roles, and individual roles.<ref name=forsyth/> Functional (task) roles are generally defined in relation to the tasks the team is expected to perform.<ref>Senior. (1991). ''Journal of Occupational and Organizational Psychology.''</ref> Individuals engaged in task roles focus on the goals of the group and on enabling the work that members do; examples of task roles include coordinator, recorder, critic, or technician.<ref name=forsyth/> A group member engaged in a relationship role (or socioemotional role) is focused on maintaining the interpersonal and emotional needs of the groups' members; examples of relationship role include encourager, harmonizer, or compromiser.<ref name=forsyth/>

'''Norms''' are the informal rules that groups adopt to regulate members' behaviour. Norms refer to what should be done and represent value judgments about appropriate behaviour in social situations. Although they are infrequently written down or even discussed, norms have powerful influence on group behaviour.<ref>Hahn, M. (2010). ''Group Norms in Organizations''.</ref>{{unreliable source?|date=May 2019}} They are a fundamental aspect of group structure as they provide direction and motivation, and organize the social interactions of members.<ref name=forsyth/> Norms are said to be emergent, as they develop gradually throughout interactions between group members.<ref name=forsyth/> While many norms are widespread throughout society, groups may develop their own norms that members must learn when they join the group. There are various types of norms, including: prescriptive, proscriptive, descriptive, and injunctive.<ref name=forsyth/>
* ''Prescriptive Norms'': the socially appropriate way to respond in a social situation, or what group members are supposed to do (e.g. saying thank you after someone does a favour for you)
* ''Proscriptive Norms'': actions that group members should not do; prohibitive (e.g. not belching in public) 
* ''Descriptive Norms'': describe what people usually do (e.g. clapping after a speech)
* ''Injunctive Norms'': describe behaviours that people ''ought'' to do; more evaluative in nature than a descriptive norm

'''Intermember Relations''' are the connections among the members of a group, or the social network within a group. Group members are linked to one another at varying levels. Examining the intermember relations of a group can highlight a group's density (how many members are linked to one another), or the degree centrality of members (number of ties between members).<ref name=forsyth/> Analysing the intermember relations aspect of a group can highlight the degree centrality of each member in the group, which can lead to a better understanding of the roles of certain group (e.g. an individual who is a 'go-between' in a group will have closer ties to numerous group members which can aid in communication, etc.).<ref name=forsyth/>

'''Values''' are goals or ideas that serve as guiding principles for the group.<ref>Schwarz. (2007). ''Are There Universal Aspects in the Structure and Contents of Human Values?''</ref> Like norms, values may be communicated either explicitly or on an ad hoc basis. Values can serve as a rallying point for the team. However, some values (such as [[conformity]]) can also be dysfunction and lead to poor decisions by the team.

'''Communication patterns''' describe the flow of information within the group and they are typically described as either centralized or decentralized.  With a centralized pattern, communications tend to flow from one source to all group members.  Centralized communications allow standardization of information, but may restrict the free flow of information.  Decentralized communications make it easy to share information directly between group members.  When decentralized, communications tend to flow more freely, but the delivery of information may not be as fast or accurate as with centralized communications. Another potential downside of decentralized communications is the sheer volume of information that can be generated, particularly with electronic media.

'''Status differentials''' are the relative differences in status among group members. When a group is first formed the members may all be on an equal level, but over time certain members may acquire status and authority within the group; this can create what is known as a ''pecking order'' within a group.<ref name=forsyth/> Status can be determined by a variety of factors and characteristics, including specific status characteristics (e.g. task-specific behavioural and personal characteristics, such as experience) or diffuse status characteristics (e.g. age, race, ethnicity).<ref name=forsyth/> It is important that other group members perceive an individual's status to be warranted and deserved, as otherwise they may not have authority within the group.<ref name=forsyth/> Status differentials may affect the relative amount of pay among group members and they may also affect the group's tolerance to violation of group norms (e.g. people with higher status may be given more freedom to violate group norms).