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McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Slide 3 Observation Instruments All of us benefit from periodic observation and feedback. The instruments that follow are designed to structure your observations in such a way as to help you learn more about how your group is performing.
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Stewart L. Tubbs
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
10C H A P T E RC H A P T E R
Observing Group Process
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 2
Observing Group Process
• Observation Instruments• Review of the Systems Approach
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 3
Observation Instruments
• All of us benefit from periodic observation and feedback.
• The instruments that follow are designed to structure your observations in such a way as to help you learn more about how your group is performing.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 4
Observation Instruments
• All-Purpose Discussion Rating Scale
Source: From Galanes, Adams, and Brilhart, 2000, p. 263.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 5
Observation Instruments
• Interaction Diagram
Source: From Wilson, 2002, pp. 295-96.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 6
Observation Instruments
• Functional Task Roles of Discussants
Source: From Wilson, 2002, p. 298. Based on K.D. Berne and P. Sheats (1948).
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 7
Observation Instruments
• Functional Socio-Emotional Roles of Discussants
Source: From Wilson, 2002, p. 301. Based on K.D. Berne and P. Sheats (1948).
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 8
Observation Instruments
• Self-Centered Roles of Discussants
Source: From Wilson, 2002, p. 301. Based on K.D. Berne and P. Sheats (1948).
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 9
Observation Instruments
• Analyzing Group Process
Source: From Huszczo, 1996, pp. 47-48.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 10
Observation Instruments
• Team Diagnostic Questionnaire
Source: From Huszczo, 1996, pp. 43-45.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 11
Observation Instruments
• The Collaborative Team Leader-Leader Version
Source: From LaFasto and Larson, 2001, p. 151.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 12
Observation Instruments
• The Collaborative Team Leader-Team Version
Source: From LaFasto and Larson, 2001, p. 153.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 13
Observation Instruments
• Postmeeting Reaction Form
Source: From Galanes, Adams, and Brilhart, 2000, p. 267.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 14
Observation Instruments
• Participant Rating Scale Form
Source: From Galanes, Adams, and Brilhart, 2000, p. 267.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 15
Observation Instruments
• Progress Report on Group Interaction
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 16
Review of the Systems Approach
• Analyzing Virtual Group Processes — Emerging Research
• Group processes in virtual groups appear to mirror those of face-to-face group interactions in many cases, but continued research is needed to investigate the gentle nuances between the two group formats.
• It is commonly thought that virtual groups can lack effectiveness in development of group member relationships etc.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 17
Review of the Systems Approach
• Analyzing Virtual Group Processes — Emerging Research
• Balthazard, et al. (2004) studied the differences in processes between virtual teams and face-to-face teams.
• It was concluded that it is true that virtual teams are more likely to suffer due to lack of sufficient relationship building between group members, resulting in trust and cohesion issues.
McGraw-Hill © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Slide 18
Review of the Systems Approach
• The most effective way to behave either as a leader or as a participant in a group varies with the type of group and the group’s objectives.
• The most important thing for you to do to improve competencies in small groups is to participate in numerous different types of groups and to get feedback on your performance.
