Categorizes 190 terms found in the social science literature into five group social context criteria: positive and negative dynamics, formal and informal structure, and social networks.

1. 1
Social Context at a Group Level
Group context involves more than individual interactions, but less than organizational culture. Much has
been written about group processes,whether as teams (Katzenbach and Smith, 1993) or communities
(Wenger et. al., 2002 and Saint-Onge and Wallace, 2003), with a focus on work processes and group
productivity. This section uses the phrase “group dynamics” to distinguish group behavior from that of
individuals or the enterprise as a whole.
Groups, communities, or committees generally consist of small numbers of people, such that most or all
members typically know and relate to all other members. Consequently, many of the individual context
criteria described in Section 3.1 can be scaled up to groups. Conversely, when severalpeople gather and
work collectively, the overall dynamics of the group become important. Therefore,many of the
organizational context criteria described in Section 3.3 can also be scaled down to groups. This section
focuses on criteria specifically related to group dynamics. A total of 190 terms related to the group scale
context found in the literature were classified into five criteria: positive group dynamics, negative group
dynamics, formal group structure, informal group structure, and social networks (Figure2). Table 2
provides a detailed framework for the group context criteria and their associated indicators and
management actions. Each criterion is briefly described below.
Figure 2. Group Context Scale
Positive group dynamics is desired group behavior and interaction that facilitates group productivity,
increases the quality and quantity of outputs, and enhances outcomes. Attributes include shared values,
common interests, and mutual respect. Positive group dynamics indicators include reciprocity, dialogue,
and meritocracy of ideas. Management actions include promoting shared values, acknowledging all
contributions, and listening before speaking.
Negative group dynamics is undesired group behavior and interaction that impedes group productivity,

2. 2
reduces the quality and quantity of outputs, and lessens outcomes. Attributes of negative group dynamics
include dominance and power, conflicting goals and purpose, and authority. Negative group dynamics
indicators include debating and arguing, dominance and exclusion, and inflexibility. Management actions
include providing procedural rules, creating a code of conduct, and establishing participation standards.
Formal group structure is associated with groups that are established by and accountable to a business
unit that assigns a group mandate. Formal group attributes include specified business objectives, assigned
membership, and directed development. Formal group indicators include goal orientation, a formal
agenda, and selected representatives. Management actions include establishing work groups, providing a
mandate, and assigning resources.
Informal group structure is associated with groups that are self-organized, define their own mandate, and
are responsible to themselves. Informal group attributes include member-defined objectives, self-joining,
and organic development. Informal group indicators include self-governed, voluntary participation, and
flexible evolution. Management actions include promoting communities of practices, enabling self-
determined norms, and providing for multiple participant levels.
Social networks are large numbers of individuals, groups, or organizations that are interconnected based
on one or more interdependencies, common interests, relationships, or knowledge. Attributes of social
networks include large numbers of participants, unknown trust among participants, diverse participants,
and value that is created and shared by all. Social network indicators include leveraging work, non-linear
response, synergy and emergence,and volatility. Management actions include recognizing and rewarding
participants, protecting long incubations, preparing for volatility, and capturing network value.
Table 2. Group Social Context Framework
Table 2 provides a detailed framework for the group scale context, including criteria, indicators, and
management actions. There are five criteria: positive group dynamics, negative group dynamics, formal
group structure, informal group structure,and social networks.
Criteria Indicators* Management*
Positive Group Dynamics
Shared values, goals
Common Interests , purpose
Self-governed, self-directed
Good chemistry
Compatibility, coherence
Autonomy, voluntarism
Delegation / dependence
Diversity
Alternatives / initiate change
Facts, objectivity, authenticity
Question assumptions
Organizational influence
Mutual respect
Conversation, dialogue
Meritocracy of ideas
Consensus,agreement
Listening, receptivity
Team building
Synergy, emergence
Participant equality
Flexibility, accept change
Teamwork, reciprocity
Intensity
Cooperation, collaboration
Growth
Seeking outliers
Clarify expectations
Promote shared values
Agreed group norms
Acknowledge all contributions
Don’t criticize, blame others
Give credit freely
Keep commitments
Address difficult issues
Be Accountable,Responsible
Listen before speaking
Understand other views
Don’t presume knowledge
Harvest group outputs
Negative Group Dynamics
Dominance, power
Incompatibility, incoherence
Conflicting goals, purpose
Agenda,assignment
Authority, control
Deterrence
Debate
Argument
Groupthink
Majority voting
Reaction
Exclusion
Procedural rules
Code of conduct
Participation standards
Appropriate penalties
Consistent penalties

3. 3
Alliances, cliques
Harmfulness
Overreaching
Manipulation
Dominance
Lack of consensus
Decay
Inflexibility
Formal Group Structure
Business objectives
Assigned membership, task
Management sponsorship
Sponsor-defined mandate
Directed development
Business benefits
Sponsored activity
High visibility
Accomplish objectives
Selected representatives
Accountable to sponsor
Goal-oriented
Formal agenda
Predetermined goals
Committed resources
Performance evaluation
Establish committees
Establish task ,work groups
Provide mandate, goals
Assign resources
Develop norms
Provide guidelines
Capture group outputs
Informal Group Structure
Discussion Forum
Self-joining
No sponsor
Member-defined mandate
Organic development
Member benefits
Low visibility
Create knowledge
Support members
Dialogue & creativity
Voluntary participants
Responsible to members
Self-selected goals
Flexible evolution
Personal interests
Limited resources
Self-evaluated
Self-governed, organized
Communities of practice
Self-determined norms
Permit evolution
Multiple participant levels
Public & private spaces
Combine familiarity & newness
Match pace to participants
Social Networks
Large numbers
Unknown trust
Unknown safety
Unknown participants
Diverse participants
Large, global scale
Strong / weak links
Value proportional to size Value
created, shared by all
Value external to members
Uneven capture of value
Providers / recipients
Leveraging work
Positive feedback
Non-linear response
Biological growth
Synergy, emergence
Clustering / differentiation
Volatility, rapid response
Unpredictability
Word spreads very fast
Change is normal
Cross domain boundaries
Weak links are important
Ensure participant safely
Recognize, reward participants
Respect network norms
Protect long incubations
Prepare for volatility
Harvest network outputs
Capture network value
Interact with stakeholders
Connect clients, stakeholders
Leverage clients, stakeholders
Explore network opportunities
Measure, analyze network activity
* (/) indicates contrasting terms; (,) indicates similar terms; (-) indicates sequentialterms