(Jehn & Mannix (2001) identify three main types of the group conflict: task conflict; relationship conflict; process conflict. Another researcher, Robbins (2005) singles out: functional conflict and dysfunctional conflict. In other cases, conflicts undermine the group process and set the stage for ongoing problems and reduced group effectiveness in the future. Some recent research by Jehn & Mannix (200) examines the longer-term effects of conflict on group performance. The research also considers what they call "task complexity" as a moderating variable, which aligns with the notion of quantitative and qualitative balance in relation to conflict. An alternative view is proposed by (Hede 1990) who states that there two factors are needed to produce conflict: cognitive disharmony and affective disharmony.
Group dynamics depends upon group norms, group cohesiveness and group roles assigned to different group members. McKenna (1994; in Hayes 2002) state that there are seven factors influenced group cohesiveness: similarity of attitudes and goals, time spent together; isolation of group from others; threats from outside group, size; stringent entry requirements; rewards for group performance; problems. The small group is a subsystem within the larger organization. As such, it is subject to the same forces as the larger system. The behavior of one group member affects all of the others. Influencing behavior carries beyond the face-to-face meeting. Individual members interact "off-line" in settings other than meeting rooms.
Schutz's 3-stage Model will help to identify and describe the main problems occurred in Greenline. According to his model, there are three main stages of group dynamics: stage 1: In or Out (when members unsure about joining, explore relationships); stage 2 - Top or Bottom (when conflicts and power struggles among members), stage 3: Near or Far (members make commitment and clarify relationships; emotional integration of members). Another model of group development is proposed by Margerison & McCann (1995). They explain that a leader or central person is a wheel of the group. Such group is generally more satisfied with the communication pattern and results than the other members. He or she can, however, suffer from information overload and have difficulty making judgments or arriving at a solution. Managers also have the responsibility to establish and maintain the climate of the groups that work in his or her department. When opportunities are provided for free and open discussion, people tend to feel more personal satisfaction and are generally more productive. Another important concept is groupthink. It is defined as "the mode of thinking that persons engage in when concurrence-seeking becomes so dominant in a cohesive in-group that it tends to override realistic appraisal of alternative courses of action" (Irving Janis, 1971: 43). If a group has groupthink, managers who succeed in creating trusting, open exchanges between people and a high level of cohesiveness among members can keep disagreement and conflict in perspective.
Greenline many individual elements affect the way the top team operates: the reason