Cohesion

Conceptual Overview

If groups of people are the basic building blocks of organizations, then cohesion is the mortar that binds the blocks together. Given the importance of groups, there is no shortage of research involving the concept of cohesion. There is, however, some controversy about the conclusions drawn from the rich inventory of cohesion research. After a review of some of the more commonly discussed conclusions, this entry will present areas of disagreement and further directions.

Sociologists trace the origins of cohesion to the time of Émile Durkheim, one of the founding fathers of sociology. Social psychologists and those studying organizational behavior also have a long history with the construct. In 1950, Festinger advanced the definition of cohesion as the result of any and all forces that compel members to remain in a group. In all traditions, it is said that individuals value group membership because of the attractiveness and compatibility of its members (interpersonal cohesion) or because of the attractiveness of the collective task-related activities (task cohesion). This distinction between the two types of cohesion is not always acknowledged, with interpersonal cohesion being the more common meaning of the term.

In the tradition where cohesion is based on affect and identification with each other rather than the task, we find that cohesive groups are more likely to engage in helping behavior or organizational citizenship behavior (OCB), more willing to give credit to their partners, less likely to have unproductive conflict, and more likely to work for the good of the team rather than serve self-interest. Members also conform to team norms, support the stability of team membership or recruit for the team, and show signs of mutual affection. They are more likely to have strong norms for cooperation, yet can be more tolerant of deviant behavior by valued members. In a cohesive group, members are more easily influenced by other group members.

Several factors contribute to a group's level of cohesiveness. Cohesiveness develops most easily in small or medium-sized, exclusive groups with relatively stable membership. In smaller groups, interactions are more frequent and information is shared more easily among group members. While there is no [Page 192]optimal size and there are status requirements, it is not uncommon for managers to attempt to manipulate levels of cohesion simply by increasing or decreasing group size. When there are high entry barriers (e.g., training requirements, initiation rites) and the group is small enough for members to develop satisfying relationships with each other, outsiders may look up to group members and cohesion is enhanced. We also know that cohesion is most important in active versus passive groups. Highly interdependent groups that engage in activities that members enjoy (task attraction) are more likely to become cohesive.

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