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An open system "interacts with its environment and transforms resource inputs into outputs. Today's interpretation of open systems realizes the complexity of the global economy, the rapidity of change within organizations, and the increasing need for everyone, and every Process or unit, within an organization to adapt. Group Discussion. is an evolving open system with interactions to and from the group and its external environment flowing between permeable borders. Most systems have limits to their openness, but systems theory makes the clear point that groups do not operate in isolation. Process can be considered the linking pin or transformational process by which inputs are transformed into group outputs. The external environment consists of the organization plus factors such as economic conditions, societal issues and restraints, and other influences stemming from society in general. Components of inputs and outcomes, as well as facilitator influence on these components, are discussed following the figure. Variables affecting process, the middle position of the diagram, are discussed throughout this book. Norms of behavior are unwritten behaviors, rules, or ways of doing things that develop over time. Common organizational norms range from degrees of formality use of titles, the way people dress, and decoration of offices to how competitive employees are in closing a sale or making a deal. Groups develop their own norms, but they are influenced by the norms of the organization. Any aspect of the organizational or external environment, as well as characteristics of individual members, can influence. In developing, I focused on the variables that most often have been identified as crucial factors affecting and, from those, the ones that are relevant for the variety of types of groups that involve the services of facilitators. Five components of inputs are covered here: organizational commitment, culture, and norms; task context and clarity; member characteristics, competencies, and commitment; time constraints; and access to resources and information. Support for these components have been reported by a number of researchers Although time, resources, and information could be considered aspects of organizational commitment, these three are cited so consistently as crucial components that I am mentioning them separately. All are relevant regardless of whether the About Group Discussion. is meeting as a one-time special issue group or as a continuing work team, although the importance of each varies according to context Commitment refers to how much management cares about the group's purpose; how integral is it to the overall purpose of the organization. The culture of the organization can be defined as what is valued, which usually means what is measured and evaluated. These values may reference internal processes such as support for diversity, teamwork, shared decision making, or creativity or may be stated in terms of commitments to excellence, customer service, or quality. The extent to which these values are reflected in the company's policies and procedures is an indication of the extent to which they are imbedded in the culture of the company. As one example, companies that mention teamwork as a norm and also include assessments of one's ability to work on a team as part of employment decisions and performance reviews can be viewed as having a strong commitment to the value of teamwork.
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