Organizational Development: Interventions and group dynamics

Cognitive behavior, cohesiveness and personality

By, John Errigo, M.S.

Different dimensions encompass the cognitive abilities of an individual. A tool that was helpful in analyzing these different dimensions was the Cognitive Style Index previously mentioned. Within the social dimension there are two extreme types’ labeled intuition and analysis. These two types can greatly impact an intervention because they lead to the cognitive behavior which affects personality. “Intuition refers to immediate judgment based on feeling and the adoption of a global perspective; whereas analysis refers to judgment based on mental reasoning (Priola, Smith, & Armstrong, 2004).” These two judgments are important since they can have an impact on a group intervention. These two dynamics affect a person’s personality and their subsequent behavior. “Intuitivists tend to be relatively nonconformist, prefer an open ended approach to problem solving, rely on random methods of exploration…..analysts tend to be more compliant, favor a structured approach to problem solving, depend on systematic methods of investigation (Priola, Smith, & Armstrong, 2004).” These are very important clues to hone in on when facilitating an intervention. It is important to bring them together harmoniously when working with people from the polar opposites of analytical and intuitive cognitive behaviors.

There can be conflict which could arise from these polar opposites. “Conflict was viewed in the 1930s and 1940s as an undesirable phenomenon, symptomatic of improperly designed communication and reward systems (Jones & White, 1986).” Conflict can be a useful tool if it is organized in the proper way. Conflict between different cognitive behaviors and subsequent personality attributes could be a problem if not resolved. Most conflict will transpire if people are treated the same way. People need to be treated differently and not the same. We will lose a valuable connection which is imperative when facilitating an intervention if people are treated the same. “There are obviously personality differences, but too often we create tension and discomfort by assuming we’re all pretty much alike. If we treat people the same way, we’ll end up connecting with some but not others (Hayden, 2004).” There will be times when a facilitator is not able to resolve the differences, however when the differences in personality are so severe it creates conflict, it is imperative that the facilitator resolves this conflict. “Failure to properly resolve conflict could lead to retarding communication, reducing group cohesiveness, and subordinating group goals to infighting among members (Jones & White, 1986).”

“A central feature of the processes that take place in work groups and teams is concerned with the cognitive style of group members. In this case, the nature of behaviors that were initiated by group members to accomplish the task was at least partially, a function of members’ cognitive style (Priola, Smith, & Armstrong, 2004).” How groups work together harmoniously as a result of their different styles is an amazing paradigm. The distinct cognitive style of individuals who comprise a group will invariably affect the task and or function of an intervention. If the cognitive styles work together well there will be a lot of things accomplished and will help create a positive mood of collaboration.

All rights reserved (2010) and my not be duplicated or refernced without written permission of author: John Errigo, M.S., by corporate authorization, HODT, Inc. (synergy@hodtinc.com)