Introduction
Interpersonal congruence in group development facilitates group process and enhances performance outcomes. Behavioural and cognitive reflection enhance self-disclosure and shared feedback that leads to self-verification - seeing ourselves in others. The processes of identity negotiation are located within interaction and lead to interpersonal continuity. Communication of self-concept is required in self-verification, London states. The development of individual and organisation transforms when negative belief is overcome, and others are viewed as reliable sources. Group processes are more effective when members have more understanding of each others strengths.
Antecedent for Self-Verification Motivation
Individuals find it easier to accurately self-assess when the focus is on specific skills rather than general ability, London indicates. Areas of difficulty in self-assessment occur because of leniency, self-enhancement motives and self-delusion. London proposes three concepts in self-awareness:
- self-confidence;
- confidence in self-other relationships; and
- self-development.
Self-evaluation
Recognised traits:
- self-esteem - individual self-worth;
- generalised self-efficacy - how versatile an individual feels;
- tendencies - positivistic or optimistic; and
- the locus of control - internal factors that influence behaviour.
- job satisfaction;
- motivation;
- performance.
Confidence in Self-Other Relationships
Confidence in individuals comes from learning from self-other relationships. Perceived negative response affects self-esteem activating more stringent evaluation. Increased apprehension decreases motivation for group work and self-verification.
Self-development Orientation
Individuals must be ready to change and take action. Commitment to behavioural change comes when the benefits are perceived as favourable when compared to energy output. Feedback is valuable and honesty is more likely in self-disclosure.
Predicting Identity Negotiation Behaviours
Feedback creates a favourable image and protects self-esteem. Information is used for personal development. New learning goals are set, regulating and exploring new behaviour to determine direction for learning. London puts forward 7 propositions:
- Proposition 1 - self-evaluation contributes towards self-disclosure and feedback.
Group Level Phenomena: Effects of Group Heterogeneity and Task Demands
London notes that surface level diversity diminishes the longer the group are together. However, heterogeneity in values or work standards negatively affect group cohesion the longer they are together. Groups that integrate and learn improve performance. Creativity in group tasks promotes diversity.
- Proposition 2 - identity negotiation is more likely to take place in heterogeneous groups.
Support Mechanism for Identity Negotiation
Negative experiences that promote self-reflection are valuable in creating learning opportunities. Communication streams allow gathering of information on self and others' view of self.
Leader and Peer Influence
London indicates that by setting goals for the group, a leader can inspire confidence:
- in motivating group members' to self-actualise;
- in modelling internalised collective goals; and
- in placing emphasis on group empowerment and autonomy.
Group Facilitation
Reflection on group performance through communication leads to improvement. Directed facilitation values different behaviours. Non-directed facilitation allows self-identification in areas of improvement and direction. Presence is significant in establishing relationships and negotiating meaning-making. Starting points can be established.
One-to-one Coaching and Mentoring
London states that coaching or mentoring should be conducted away from the group. Coaching is seen to be shorter in duration and limited in depth, whereas mentoring is an on-site activity and the depth of the relationship results over time. Environments that promote self-reflection effectively use feedback.
- Proposition 3 - group leaders/coaches/mentors positively enhance negotiated identity processes.
Implications for Group and Individual Development
Interpersonal congruence results from group similarity when negotiating identity. Self-verification motivates identity negotiation and promotes goal setting in increasing learning and strengthening group performance.
- Proposition 4 - motivation for self-verification and negotiating identity results in individual and group interpersonal congruence.
Self-verification allows for deeper levels of understanding. High interpersonal compatibility promotes a connectedness that decreases task conflict. When behaviour and reactions are assured, a level of satisfaction can be attained, London indicates. Processes of identity negotiation and interpersonal congruence are constantly evolving. Consistent interactions assures core cultural values. Learning goal orientation develops levels of awareness in individuals.
- Proposition 5 - interpersonal congruence promotes learning goals and processes.
- Proposition 6 - interpersonal congruence promotes confidence and self-evaluation.
- Proposition 7 - interpersonal congruence benefits diverse group functioning.
Directions for Research
London indicates the need for research to test his propositions and the interface that allows suggested group phenomena. Issues lie in diffusion of motivation which decreases group cohesion and efficacy. Interpersonal congruence emerges from observation and modelling of perspectives. Examination into what and how groups learn from each other may reveal more about self-disclosure, and questions the justification of examining self-enhancement. Shared tasks increase group participation. Early sharing increases readiness for participation. Socialisation of novice members requires observation and careful monitoring of thoughts and feelings. London questions how group acceptance shapes group involvement.
Implications for Practice
London advises professionals to experiment with individual and group development. Building stronger relationship ties leads to determining intervention practice when facing alienating behaviour amongst group members. Facilitation encourages information sharing. Groups function effectively with clarity of self-disclosure and knowledge sharing.
Conclusion
London proposes that motivation towards self-disclosure and self-verification relies on three key attributes: self-evaluation, confidence in self-other relationships and orientation to self-development. Identity negotiation generates interpersonal congruence, increased setting of learning goals, promotes individual learning and strengthens group performance. Leader behaviour influences the group. Group diversity increases positive effects of individual and group development benefits from a variety of perspectives.
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