I recently participated in a Basic Human Interaction Laboratory (T-Group). It was an amazing experience that opened my eyes to the subtle but profond implications of fundamental group psychodynamics.
In the domain of software engineering, Fred Brooks once presented the concepts of accidental complexity and essential complexity. Put simply, given a problem to be solved, the accidental complexity of solving the problem is a consequence of the choices which are made when approaching the problem. In the context of software engineering, the specific programming language which is used to solve a problem will bring specific challenges which are independant of the problem. However, the challenge of defining an algorithm (recipe) that solves the problem is totally and only dependant of the problem to be solved, it is essential complexity.
These same ideas can be applied to group dynamics. If we remove all the accidental complexity of group dynamics such as past history between members, a task to accomplish, etc. we are left with the essential challenges (complexity) of group dynamics such as the management of power, inclusion, trust, conflict, prejudices, etc. A group must manage these elements in an effective manner in order to be functional and productive. Adding to a group the elements of past history between members and a task to accomplish will serve only as catalysts for the emergence of power and conflict issues, all of which are accidental complexity. The consequence of the latter is that work teams which only focus on the task at hand and give little importance to the quality of the dynamics of the group will most likely be less productive because they are not addressing the essential complexity of working in a group. I find it fascinating to observe work teams which present fundamental interpersonal issues between members that are not addressed and to see how these issues constantly resurface in different forms while trying to accomplish their collective tasks. It is interesting to see how blame is often put on the task or external agents to the team instead of on the team itself when the team becomes dysfunctional or unproductive.
My experience in the lab showed me how very often the team members are to blame when the team becomes dysfuncitonal because of their inability to face openly issues of conflict, power, etc. To openly name an issue and to have the group reflect on it is most of the work in moving towards solving the issue. However, to achieve this, the challenge is often to create a sense of security, trust, care and respect in the gorup which is essential to foster open discussions.
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