Group contract

Group contract - is the regulatory document that governs the expectations of the members of a group. First of all, it contains their names and contact details. In addition, all their expectations regarding, among other things, the rules of participation in group meetings, their frequency and duration, as well as the rules of communication are described. A given document should also focus on which behaviors in the group are desirable (e. g. mutual help) and which are not (e. g. criticism without arguments). Most often there are 5 to 7 group rules, which are then followed by their members. Moreover, such a document establishes to whom specific tasks can be assigned and what are the associated responsibilities (including the definition of deadlines for their implementation).

Setting ground rules

The establishment of common rules should be primarily characterized by an intra-group agreement. The person responsible for group supervision or management should convene the first formal meeting at which all relevant and, above all, applicable rules will be established. At the very beginning, it is worthwhile for the participants to fill in a questionnaire in which they will enter their basic information such as:

• Name and surname;
• Experience to date;
• Expectations of your group;
• It's a hobby thing.

The above activities give the manager a profile with the people with whom he or she will work. After an initial acquaintance with its participants, it is time to come forward with initial proposals for harmonizing the group's work. The manager should start asking soft questions such as:

• How do you imagine cooperation in a group?
• What motivates you the most to act?
• What kind of behavior do you not like the most?

They will allow the discussion to take place and the participants to get to know each other. The manager will receive the relevant information about the group's expectations and will have the opportunity to confront them with the initial plan of the established rules.

Finally, the rules should be accepted by the members of the group. If they are properly voted through in the final form, the first version of the group contract will be created.

Assigning a roles

Once the rules are established, it is important that the manager assign roles to each member of the group. They can boil down to roles of supporters, leaders, and aggregators of knowledge. It all depends on the individual predispositions of the participants and the discussion that should be held at the beginning.

Most often, the given character traits also result from the recruitment process of an assessment center, where the later managing person should receive appropriate feedback from the HR department or participate in the recruitment of his or her potential new team.

Examples of Group contract

• Example 1: The group contract of a student study group of a university can include the following rules:
• Respect the opinion of other members
• No phones, laptops or other devices during the meetings
• All members should contribute to the discussion
• Every member should prepare for the meeting
• No personal attacks against other members
• Each member should have a copy of the contract
• The group should have regular meetings
• All members should have equal rights and responsibilities
• No member should be allowed to dominate the discussion
• All members should be respectful of each other’s time and commitment.
• Example 2: The group contract of a corporate team might include the following rules:
• Respect the opinion of other members
• Be punctual and attend all meetings
• All members should contribute to the discussion
• Every member should come prepared for the meeting
• No personal attacks against other members
• Each member should have a copy of the contract
• The group should have regular meetings
• All members should have equal rights and responsibilities
• No member should be allowed to dominate the discussion
• All members should be respectful of each other’s time and commitment.
• All members should be committed to the team’s goals and objectives
• All members should strive for constructive feedback
• All decisions should be made with the consensus of the group.

Advantages of Group contract

One of the main advantages of a group contract is that it provides structure and a sense of security to the members of the group. It helps to set out expectations and foster collaboration and mutual understanding. Here are some of the benefits of a group contract:

• It clearly defines the roles and responsibilities of each group member, ensuring that everyone is aware of the tasks they must complete.
• It ensures that there is a clear understanding of the rules and expectations of the group, which helps to avoid any misunderstandings or disagreements.
• It outlines the consequences of any breach of the contract, so that all members are aware of the potential repercussions of their actions.
• The contract also sets out the circumstances under which the group can be disbanded or amended, as well as the appropriate process for doing so.
• Finally, the group contract serves as a reference point for any disagreements or disputes that may arise, providing a baseline for resolving any issues that might arise.

Limitations of Group contract

Group contracts have some limitations that must be taken into account when creating them. These include:

• Lack of enforceability: Group contracts are voluntary agreements and are not legally enforceable, so there is no certainty that the rules established in the contract will be respected.
• Lack of flexibility: Group contracts are designed to be rigid, which means they may not take into account changing circumstances or needs.
• Lack of clarity: Group contracts can sometimes be too vague or complex, making them difficult to understand and follow.
• Difficulties in obtaining agreement: Group contracts require agreement between multiple individuals and can be difficult to negotiate in cases where there are disagreements.
• Difficulty in maintaining consistency: Group contracts must be regularly reviewed and updated to ensure they remain effective, but this can be difficult to do.

Other approaches related to Group contract

In addition to the group contract, there are other approaches that can be used to facilitate group functioning. These are:

• Establishing a safe space - setting up an atmosphere that encourages honest communication and mutual understanding;
• Establishing group norms - setting expectations for group members, such as respecting opinions of others and taking turns in speaking;
• Structuring meetings - providing an agenda for each meeting and having a designated facilitator to make sure that the conversation stays focused and productive;
• Building trust - creating a sense of trust and safety to allow members to be open and honest with each other;
• Giving feedback - providing constructive criticism and positive reinforcement to help members improve their performance.

In summary, a group contract is an important tool for a successful and productive functioning of a group. However, it is important to remember that other approaches such as establishing a safe space, establishing group norms, structuring meetings, building trust, and giving feedback can also be used to facilitate group functioning.

Footnotes

Group contract — recommended articles

Adaptation process — Scope of activities — Downward communication — Informal groups — Professional values — Coordination meeting — Shop steward — Project charter — Group norms

References

• Agarwal U.A., Datta S., Blake-Beard S., Bhargava S. (2012),Linking LMX, innovative work behaviour and turnover intentions: The mediating role of work engagement,Career Development International,p.208-230
• Bouma, J. A., Nguyen, Binh, van der Heijden, Eline, Dijk, J. J. (2018), Analysing Group Contract Design Using a Lab and a Lab-in-the-Field Threshold Public Good Experiment,Center for Economic Research,p.7-11
• Hansen Z., Owan H., Pan J., Suguwara S. (2011), Impact of Group Contract and Governance Structure on Performance -- Evidence from College Classroom, Analysis of Collective Decision-Making,p.8-16

Author: Agnieszka Gogola