ABSTRACT
This chapter describes the common symptoms of the dysfunctional group, considers some causes, and explores some potential methods for troubleshooting. Sometimes the dysfunctional nature of the interaction is only evident with hindsight, or members only become aware of it when someone calls attention to process issues. If a group or team is not working, the following symptoms may be particularly prevalent: frustration, unhealthy competition, body language, dishonesty, secretiveness and mistrust, poor use of meetings, isolated absent leader, and lack of group or personal development. It is common sense that if all members of a group share the same objectives the group will tend to be that much more effective. Hidden agendas can override the individual's motivation to contribute to the group process – and they frequently cause major disruption within the group. If a team is expected to work within an organisation, it will almost certainly be expected to follow the rules and cultural codes of that organisation.
