Group Communication

Presented by:Kanika Sood

Gundeep Singh Kapoor

What is a group? “A group is two or more persons who are interacting

with one another in such a manner that each person influences and is influenced by each other person.”

Three or more individuals who interact over time, depend on each other and follow shared rules of conduct in order to reach a common goal.

Ideal size: 4-7

Group can also be defined as:1. Where participants know each other by name/role.

2. Considerable amount of interaction among the participants.

3. Each participant has some degree of influence on each other member.

4. Each participant defines him/herself as a member of the group and is also defined by outsiders as a member.

5. The participants share some common goal, interest or benefit by holding membership in the group.

6. There is leadership.

Small group vs. Large group

What is a Team?

Small number of people who: Possess complementary skills Are committed to a common: oPurposeoPerformance goalsoApproach whereby they feel

mutually accountable

3 Aspects on which Group Communication depends

Group communication

Strengths Greater Commitment

Greater Creativity

More complete information and knowledge

Increased diversity of views

Higher quality decisions

Increased acceptance of decisions

Increased morale

Weaknesses Time consuming Conformity pressures Potential domination by one

of a few members

Steps followed in Group Communication

Agenda for Decision Making

Define the Problem

Analyze the Problem

Establish Criteria

Generate Solutions

Select Best Solution

Implement Decision

Action Plan to Monitor and Fine-tune

Factors Influencing Group or Team Performance

Cohesiveness: Extent to which members of a group like each other and want to remain members of the groups

Group Composition and Nature of the Task Homogeneous Simple tasks Sequential tasks

Cooperation required Speed important

Heterogeneous Complex tasks Collective tasks (tasks

are divided and summed to produce the output)

Creativity required Speed not important

Norms Informal rules of behavior that provide some order to group activities. BEHAVIOR NORMS

-Appearance -Informal seating arrangements

PRODUCTION NORMS

ENFORCEMENT OF NORMS - This will happen if: -They facilitate group success or ensure group survival -They simplify (or make predictable) what behavior

is expected of group members -They reinforce specific member’s roles within a group -They help the group avoid embarrassing

interpersonal problems

Examples: There is no such thing as a stupid comment. Being on time for meetings is required. Listening with an open mind is encouraged. Negative criticism of another person is

unacceptable. Taking risks with ideas is encouraged. Meetings are “strictly business.”

Deviancy

Refers to behaviors that other members of the group consider threatening, embarrassing, or irritating enough that they bring special sanctions to bear against the person.

A Deviant in the group can:

Facilitate appreciation of the fresh perspective from new members

Force the group to test the usefulness and ultimate validity of its norms

Provide new and different ideas Detract from productivity due to process

losses

How group size effects performance Large groups have more resources available,

they can complete more relatively independent tasks than small groups

Large groups tend to from subgroups Helpful if the task can be subdivided

Large groups tend to produce more than smaller groups (depending on the task)

Large groups show more tension release and giving of information than in smaller groups

More group size

Interactions and communication patterns tend to be more formalized in large groups

Large groups may be less efficient than smaller groups

Smaller groups report greater satisfaction Importance of getting along is inversely

related to size Actual performance = Potential Performance

less Process Losses

Role Behavior or expectation for behavior within a

group Types:

Task Roles: Performed to achieve the goals of the group and to facilitate participation and decision-making (e.g. Information Agent, Elaborator, Initiator).

Personal Roles: Enacted for the purpose of initiating, developing, or managing interpersonal relationships among group members (e.g. Harmonizer, Gatekeeper, Sensor).

Problem Roles: Attempt to satisfy individual vs. group needs (e.g. Blocker, Recognition Seeker, Digresser).

Conformity

Agreement with or correspondence to a set of ideas, rules, or principles

Reasons for conformity Conformity and group functioning

Groupthink

The tendency of group members to seek agreement solely for agreement’s sake.

Minimizing Groupthink: Use critical evaluation to question group decisions.

Conditions that give rise to groupthink Out of touch Out of order Out of resources Overruled

Groupthink

Symptoms Having an illusion of Invulnerability Close-mindedness Censorship/pressure toward uniformity Rationalizing poor decisions Believing in a group’s morality Exercising direct pressure on others Not expressing your true feelings Using mindguards to protect the group from negative

information

Some solutions include: Using a policy- forming group which reports to the

larger group Having leaders remain impartial Using different policy groups for different tasks Dividing into sub-groups and then discuss differences Discussing within sub-groups and then report back Using outside experts Using a devil’s advocate to question all the group’s

ideas Holding a “second-chance meeting” to offer 1 last

opportunity to choose another course of action

Conflict

Conflict does not signal that a meeting is disorderly, raucous, or rude.

It is a sign that people are actively discussing issues.

Groups as Systems Systems Theory: Refers to interdependency,

or how various parts are related to each other; if one part changes the other parts are also affected.

Small Group Communication Networks Wheel Network

Information flows between the person at the end of each spoke and the person in the middle.

Manager

subordinate

subordinate

subordinate

subordinate

Circle Network Each member communicates with the people on

both sides but with no one else.

Task Force Member

Task Force Member

Task Force Member

Task Force Member

Chain Network Each member communicates with the people

above and below but with no one else.

Manager

Management Trainee

Assistant Manager

Senior Manager

All-Channel Network All members communicate with all other members.

Informal Group Member

Informal Group Member

Informal GroupMember

Informal GroupMember

Leader

The member of a group who speaks the most, speaks the most to the group as a whole, is spoken to the most, and directs communication in the group to productive

Leadership is concerned with the control and power in a group

Groups will sometimes have 2 leaders- one for the social dimension and one for the task dimension

The 3 main perspectives on leadership are: First- some are born with the traits that will make them a

good leader Second- the group’s leader selects an appropriate leadership

style for the given task Third- to some 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

Four main styles of a leader: Autocratic: Leader uses his or her authority to

make decisions Democratic: Authority is shared and all group

members help make decisions Laissez-fair: A “hands-off” style in which the

leader allows the group to make its own decision Abdacratic: No one in the group exercises

leadership. This style, says researchers, leads to group disintegration and is followed by autocratic leadership

Effectiveness and Efficiency

Group as compared with individual decisions are: More accurate More creative Higher acceptance of final decision

Less efficient

Use Brainstorming Four simple rules

can encourage divergent thinking while minimizing evaluation apprehension.

Group members are encouraged 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

Group members should be encouraged to say anything that comes to mind when brainstorming

Every idea is written down and adjustments about ideas are saved until later, when the group returns to all of the ideas and selects those that are most useful

Rules of Brainstorming No criticism

Without criticism, team members might be willing to suggest wild solutions or ideas

Provide as many ideas as possible Quality increases with the number of ideas presented

Speak freely Welcome wily and silly ideas since they can become

the basis of divergent thinking Build on ideas of others

Members should combine and improve on the ideas already presented – use team synergy

Theories and Models of Small Group Communication

Theories are...

Very practical. Basic to human behavior. Systematic ways for understanding

experience. Essential to effective small group

communication.

Social Exchange Theory A psycho-economic model of group

attractiveness. Seeks to explain/predict people's

choices to join, remain in, and leave groups.

A relatively simple equation: costs vs. rewards.

A profitable situation (rewards > costs) leads to a rewarding experience which leads to group cohesion, productivity, etc.

Systems Theory

Groups can best be understood as open systems.

Characteristics of open systems: Interaction with the

environment Interdependence of parts Input, process, and output

variables

Goal of a system: To survive in an environment by avoiding

entropy. This can be accomplished through various

strategies of self-regulation or environmental modification (equifinality).

Symbolic Convergence Theory

Describes how groups develop a “collective consciousness.”

Group identity comes from communicating group "fantasies" or stories. Fantasy: A creative and imaginative shared

interpretation of events that fulfills a group psychological or rhetorical need.

Fantasy theme: Common content or recurring script in shared group stories.

Fantasy chain: A string of connected stories revolving around a common theme.

Theory challenges notions of the value of "off task" group communication behavior.

Structural Theory Explains how people use rules and resources

to produce and reproduce group systems/ structures.

Combines elements of Rules Theory and Systems Theory but goes beyond by... Acknowledging the dynamic, changing nature

of groups and group structures. Reaching outside the boundaries of the group

to understand structure development and change.

Structure + process = Structuration.

Functional Theory

Based on the idea that group communication behaviors can be strategically chosen and planned to achieve particular outcomes such as: Sound reasoning Critical thinking Preventing errors Building relationships

Characteristics of an Effective Team – Look at yours from time to time.1. has clearly defined, measurable objectives2. resolves issues rather than avoids them3. gets ideas and contributions from everyone4. hears and accepts other’s ideas5. has members who actively listen to one

another, feel empowered to do their best and who support and trust one another

6. has enthusiasm, boldness, and willingness to take risks

7. accepts conflict as a reality and works it through to a successful outcome

8. uses humor to build upon people’s ideas9. communicates openly and frankly10. has a strong commitment to goals and the

group’s mission11. uses decision making by consensus12. uses total participation by all members13. accepts differences of opinion14. evaluates its own effectiveness15. adapts to change

THANK YOU!!!