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Small Group CommunicationPresentation Transcript

1. Small Group Communication A Presentation by Rajiv Bajaj 2. Definition of a Small Group Has 3 CharacteristicsSize, Interaction & Goals SIZE

Most researchers define a small group as having at least 3 and no more than 12 or 15

members Needs to have at least 3 members, otherwise it would simply be a dyad 3. With 3 members, coalitions can be formed and some kind of organization is present

Too large a group (more than 12 or 15 members) inhibits group members' ability to

communicate with everyone else in the group

4. INTERACTION Group's members must be able to communicate freely and openlywith all of the other members of the group Groups will develop norms about discussion

and group members will develop roles which will affect the group's interaction

5. GOALS A group must have a common purpose or goal and they must work together toachieve that goal The goal brings the group together and holds it together through conflict

and tension

6. Use & Value of Small Groups 68% of Fortune 1000 companies use self-managing orhigh-performance teams Average supervisor spends around 40% of the workweek inmeetings & conferences. An average executive spends almost 700 hours a year in

meetings ! Most large companies attribute major cost savings to solutions provided by

such working-groups or Quality Circles

7. Why do people join a group? GROUP SYNERGY Refers to the idea that two heads (ormore) are better than one; OR "The whole is greater than the sum of its

parts," which also refers to group synergy Groups are often capable of producinghigher quality work and better decisions than can an individual working alone

8. SUPPORT & COMMITMENT Group may be more willing to take on a large projectthan would an individual With increased ability to perform work, group can provide

encouragement and support to its members while working on a big project

9. INTERPERSONAL NEEDS Individuals often join a group to meet their interpersonalneeds William Schutz has identified three such needs: Inclusion, Control, and Affection

Inclusion is the need to establish identity with othersthe need to be accepted by others

10. Control is the need to exercise leadership and prove one's abilities. Groups provideoutlets for this need Some individuals do not want to be leaders. For them, groups

provide the necessary control over aspects of their lives Affection is the need to developrelationships with people. Groups are an excellent way to make friends and establish

relationships

11. Types of Small Groups Groups form to accomplish some objective Objective may beto complete some kind of task or it may be to promote interpersonal relationships

between group members Many groups, however, fulfill both of these functions

12. SOCIAL GROUPS While all groups will have both social and task dimensions, somegroups are predominantly social in their orientation Examples of these groups would be

families and social clubs These provide for our safety & solidarity needs and they help usdevelop self-esteem

13. WORK GROUPS Work groups function to complete a particular task The taskdimension is emphasized. Group members pool their expertise to accomplish the taskExamples - Workplaces, Campus Organizations, or Juries etc. As per Ivan Steiner, there

are several types of Work Groups


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14. Types of Work Groups ADDITIVE WORK GROUPS All group members performthe same activity and pool their results at the end An example of this would be gatheringsignatures for a petition drive or mobilizing support for a particular cause

15. CONJUNCTIVE WORK GROUP Members perform different, but related, tasks thatallow for completion of a goal Every group member must complete their individual task

in order for the group task to be completed Example of this would be an assembly line, inwhich each worker performs tasks that together build a completed car

16. DISJUNCTIVE TASK Members meet to determine the best alternative for a problemor issue There are two types of disjunctive tasks: Judgment Task: Group members mustchoose one correct answer from all alternatives Decision-Making Task: Group members

must choose best alternative from a set of options. There is no one correct answer for a

decision-making group

17. CONTRIVED OR EMERGENT GROUPS Some groups form spontaneously , suchas a group of friends Other groups are contrived , that is, they are formed for a specific

purpose Organized clubs, social groups, or committees are contrived groups

18. Small Group Development Researchers have studied groups to understand how theydevelop Several different models have been suggested, but they all tend to follow asimilar progression LINEAR MODELS OF GROUP DEVELOPMENT The most

common models include Tubbs Theory, Fishers Model & Tuckmans Model

19. Tubbs's Small Group Development Theory 1. Orientation 2. Conflict 3. Consensus 4.Closure Orientation - Group members get to know each other, start to talk about the

problem, examine the limitations & opportunities of the project Conflict - A necessary

part of a group's development. Allows the group to evaluate ideas and helps them avoidconformity & groupthink

20. Consensus - Conflict ends in the consensus stage, when group members compromise,select ideas & agree on alternatives Closure - The final result is announced and groupmembers reaffirm their support of the decision

21. Fisher's Small Group Development Theory 1. Orientation 2. Conflict 3. Emergence 4.Reinforcement Orientation - Group members get to know each other & experience

primary tensionthe awkward feeling people have before communication rules &expectations are established Groups should take time to learn about each other and feel

comfortable communicating around new people

22. Conflict - This phase is marked by secondary tension, or tension surrounding the taskat hand Group members will disagree with each other and debate ideas Remember that

conflict is good, because it helps the group achieve positive results

23. Emergence - Outcome of the group's task and its social structure become apparentReinforcement - Group members bolster their final decision by using supportive verbal

and nonverbal communication

24. Tuckman's Small Group Development Theory 1. Forming 2. Storming 3. Norming 4.Performing 5. Adjourning Forming - Group members learn about each other and the taskat hand Storming - As group members become more comfortable with each other, they

will engage each other in arguments and vie for status in the group. These activities mark

the storming phase

25. Norming - Group members establish implicit or explicit rules about how they willachieve their goal They address the types of communication that will or will not help


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with the task Performing - Groups reach a conclusion and implement the conclusion

Adjourning - As the group project ends, the group disbands in the adjournment phase

26. Poole's Small Group Development Theory 1. Task Track 2. Topic Track 3. RelationTrack 4. Breakpoint Marshall Scott Poole & his colleagues have found that group

development is often more complicated than the 3 previous models indicate He has

argued that groups jump back & forth between three trackstask , topic, and relation 27. The three tracks can be compared to the intertwined strands of a rope Task Track -

Concerns the process by which the group accomplishes its goals Topic Track - Concerns

the specific item the group is discussing at the time Relation Track - Deals with theinterpersonal relationships between group members

28. At times, the group may stop its work on the task and work instead on itsrelationships When the group reaches consensus on all three tracks at once, it can proceedin a more unified manner as the 3 previous models illustrate Breakpoints - These occur

when a group switches from one track to another Shifts in the conversation, adjournment,

or postponement are examples of breakpoints

29. Decision Making REFLECTIVE THINKING & STANDARD AGENDA Developedby John Dewey, reflective thinking involves a careful, systematic approach to a problemGroups who use reflective thinking to make their decisions use a six-step guide called the

"standard agenda".

30. 1. Problem identification - What is the problem? What is wrong with the currentsituation? 2. Problem analysis - View the current situation as a balance between

restraining forces and helping forces. What are the forces in play in your group's

situation? 3. Criteria selection - What are the goals of the final decision?

31. 4. Solution generation - Generate as many solutions as possible. Avoid groupthink bylisting many solutions 5. Solution evaluation and selection - Measure each solution

against the criteria from step three 6. Solution implementation - Enact the chosen solution

32. BRAINSTORMING Another option for decision-making Group membersencouraged to generate as many ideas about a particular topic as they can For instance,

group members may use brainstorming to generate as many solutions as they can in step

four of the standard agenda

33. Group members should be encouraged to say anything that comes to mind whenbrainstorming Every idea is written down and judgments about ideas are saved until later

, when the group returns to all of the ideas and selects those that are most usefulNOMINAL GROUP TECHNIQUE A group decision-making tool used when the group

must rank order a set of options

34. In order to use this technique, group members work individually to list all alternativesto a problem or issue Sometimes, this technique is used after a brainstorming session is

held Then, the group facilitator asks each group member to individually rank all options

from lowest to highest priority

35. Finally, the facilitator computes an average score for each idea The lowest score isthe highest priority for the group Nominal group technique is a good way to have all of

the group members voice their opinions and discussion is not dominated by a few vocal

group members

36. Final Decision Making Many ways that a group can make a final decision, decide ona solution, or come to agreement Most popular ways of making the decision include

Consensus : Group members all agree on the final decision through discussion and debate


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37. Compromise : Through discussion & readjustment of the final plan, group memberscome to agreement by giving up some of their demands Majority Vote : Decision basedon the opinion of the majority of its members Decision by Leader - The group gives the

final decision to its leader Arbitration : An external body or person makes a decision for

the group

38. Groupthink Groupthink concept identified by Irving Janis that refers to faultydecision-making in a group Groups experiencing groupthink do not consider all

alternatives and they desire unanimity at the expense of quality decisions Occurs when

groups are highly cohesive and when under considerable pressure to make a qualitydecision

39. Negative outcomes of groupthink include : Examining few alternatives Not beingcritical of each other's ideas Not examining early alternatives Not seeking expert opinionBeing highly selective in gathering information Not having contingency plans

40. Some symptoms of groupthink are : Having an illusion of invulnerabilityRationalizing poor decisions Believing in the group's morality Sharing stereotypes which

guide the decision

41. Exercising direct pressure on others Not expressing your true feelings Maintaining anillusion of unanimity Using mindguards to protect the group from negative information

42. Some solutions include : Using a policy-forming group which reports to the largergroup Having leaders remain impartial Using different policy groups for different tasks

Dividing into sub-groups and then discuss differences

43. Discussing within sub-groups and then report back Using outside experts Using aDevil's advocate to question all the group's ideas Holding a "second-chancemeeting" to offer one last opportunity to choose another course of action

44. Leadership Leadership is concerned with control and power in a group Can be aimedat either maintaining the interpersonal relationships in the group or prodding the group toachieve its task Groups will sometimes have two leaders - one for the social dimension

and one for the task dimension The three main perspectives on leadership are -

45. First - Some people are born with traits that will make them a good leader Second -The group's leader selects an appropriate leadership style for the given task Third - Tosome degree, leaders are born with traits that make them good leaders, but that they also

learn how to become a leader and use strategies appropriate to a given situation

46. Good Leaders Are Born This approach says that people are born with traits that makethem effective leaders The challenge for the group is to find a person with these traits

47. One-Best-Style This approach says that in a given situation, one particular style ofleadership is most effective There are four main styles - Autocratic : Leader uses his orher authority to make decisions Democratic : Authority is shared and all group members

help make decisions

48. Laissez-faire : A "hands-off" style in which the leader allows the group tomake its own decisions Abdacratic : No one in the group exercises leadership. This style,says researchers, leads to group disintegration and is followed by autocratic leadership

49. Contextual This approach says that leaders are to some degree born with leadershiptraits But the situation, personalities of other group members, pressures on the group, and

group norms also determine leadership


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50. Roles in Groups Task-Oriented RolesResearchers Benne & Sheats identifiedseveral roles which relate to the completion of the group's task: Initiator-contributor :Generates new ideas Information-seeker : Asks for information about the task

51. Opinion-seeker : Asks for the input from the group about its values Information-giver: Offers facts or generalization to the group Opinion-giver : States his or her beliefs about

a group issue 52. Elaborator : Explains ideas within the group, offers examples to clarify ideas

Coordinator : Shows the relationships between ideas Orienter : Shifts the direction of the

group's discussion

53. Evaluator-critic : Measures group's actions against some objective standard Energizer: Stimulates the group to a higher level of activity Procedural-technician : Performs

logistical functions for the group Recorder : Keeps a record of group actions

54. Social RolesEncourager : Praises the ideas of others Harmonizer : Mediatesdifferences between group members Compromiser : Moves group to another position that

is favored by all group members Gatekeeper / expediter : Keeps communication channels

open

55. Standard Setter : Suggests standards or criteria for the group to achieve Groupobserver : Keeps records of group activities and uses this information to offer feedback to

the group Follower : Goes along with the group and accepts the group's ideas

56. Individualistic RolesAggressor : Attacks other group members, deflates the statusof others, and other aggressive behavior Blocker : Resists movement by the group

Recognition seeker : Calls attention to himself or herself

57. Self-confessor : Seeks to disclose non-group related feelings or opinions Dominator :Asserts control over the group by manipulating other group members Help seeker : Tries

to gain the sympathy of the group Special interest pleader : Uses stereotypes to assert his

or her own prejudices

58. Conflict In Groups Conflict can be good for a group if it is managed appropriately Byairing differences, group members can produce quality decisions and satisfying

interpersonal relationships The first step in managing conflict is to identify the conflict

59. 1. Do the group members know that a conflict exists? 2. Are the group membersarguing over competing goals ? 3. Are scarce resources at stake? 4. Are the group

members dependent on each other to solve the conflict?

60. Styles of Conflict ManagementResearchers Ruble & Thomas have identified 5styles for managing conflict The styles can be charted on 2 dimensions: assertiveness and

cooperativeness The five styles are

61. Competitive : High in assertiveness, low in cooperativeness. Competitive people wantto win the conflict Accommodative : Low in assertiveness and high in cooperativeness.

These group members are easy going and willing to follow the group Avoiding : Low in

assertiveness, low in cooperativeness. Avoiding people are detached and indifferent to

conflict

62. Collaborative : High assertiveness, high in cooperativeness. These group members areactive and productive problem solvers Compromising : moderate in assertiveness,

moderate in cooperativeness. Compromisers are willing to "give and take" to

resolve conflict

63. Defensive ClimateThe climate in which conflict is managed is important. Groupsshould avoid a defensive climate , which is characterized by these qualities: Evaluation :


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Judging and criticizing other group members Control : Imposing the will of one group

member on the others

64. Strategy : Using hidden agendas Neutrality : Demonstrating indifference and lack ofcommitment Superiority : Expressing dominance Certainty : being rigid in one's

willingness to listen to others

65. Supportive ClimateGroups should foster a supportive climate , marked by thesetraits: Description : Presenting ideas or opinions Problem Orientation : focusing attention

on the task Spontaneity : Communicating openly and honestly

66. Empathy : Understanding another person's thoughts Equality : Asking for opinionsProvisionalism : Expressing a willingness to listen to the ideas of others

67. Group Formats 1. RoundtableA small group discussion conducted in private bymeans of the Basic Problem Solving procedure 2. Panel Discussion Involves a smallgroup of well-informed individuals discussing a problem or topic of interest in front of a

larger group All panel members contribute freely & equally, and are usually guided

through the problem-solving procedure by a leader or chairperson

68. 3. SymposiumComposed of a small group of experts, also in front of a largergroup. Instead of free exchange of ideas, each member presents a formal, 5 to 10 minutepresentation on an area of the problem relating to members expertise Chairperson

introduces each presentation. When all presentations are finished, speakers may choose todiscuss (agree / disagree with) the formal ideas presented by each speaker; or Continue

the discussion using basic problem-solving process

69. 4. ForumWhen those present are allowed to participate following a paneldiscussion or symposium discussion, the discussion is called a Forum May involve asimple question & answer period, a general discussion, or organised buzz groups

Selecting the right group format will depend on number of participants, complexity of the

problem, and the time available

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