Group communication

Group communication dynamics-

groups, like communication, are complex and unique 

Definition of a group 

• Looking at a group of 3 or more people

  • If you only have 2 in the unit of analysis its closer to an interpersonal encounter 

• Usually engages in a synchronous interaction (could be face to face or virtual, but simultaneously)

• Actively working toward a common goal 

Advantages of Teams

• Resistance to change reduced

• Decisions usually superior 

• Decisions more readily accepted 

  • More likely for everyone to agree to go ahead with a decision that was made as part of a team, rather than just made by one person (even if they were the leader of the group

• Decisions that were made in a team process usually reduce hostility; increase productivity 

• Team decisions can increase satisfaction & morale 

• Responsibility shared 

Types of teams

3 diff types - defined by purpose

• Learning group

• Self maintenance group

• Problem solving group

Learning group

• A team seeking to find information/data/statistics, generally some reporting involved on information 

Ex: A sales group/dept in your organization- they have a specific task which is to report on how the sales are going 

Self- maintenance groups

•  team established to help the day-to-day operations of an org (may be permanent or temporary 

Ex: a committee on health and safety (entrusted on reporting and protecting the health and safety of workers 

Problem solving group

• created to address a specific problem that needs to be handles  

Ex: Establishing a task force on health and safety issues because it has been a problem in the past, entrusted with making specific recommendations within a specific timeframe to improve the health and safety of an org

Characteristics of effective teams 

• Well organized 

• Receive periodic training 

• Examine assumptions and opinions

  • (Critical thinking) 

• Evaluate possible solutions 

• Operate virtually 

  • No consensus on that, but right now most companies operate virtually most times 

• Manage cultural diversity 

  • We are in culturally diverse society 

• Avoid groupthink- the premise that the initial outcome/idea of the group could not possibly be wrong, not critically examining possible solutions and alternatives 

Groupthink symptoms

• Illusion of invulnerability 

• Shared stereotypes 

  • Not all stereotypes are bad, but if everyone in the group has the same stereotypes, it might be bad 

• Rationalization 

  • Rationalize why things the way they are instead of critically thinking and assessing the alternatives, cognitive dissonance 

• Illusion of morality 

  • Thinks the Group is superior, morally 

Groupthink symptoms pt 2

• Self censorship 

  • Members that don't share the same view as the group censoring themselves

  • Leads to 

- Illusion of unanimity  

- illusion that everyone in the group feels the same way even though that's not true 

- Mind guarding

- group member that intentionally acts as a filter within the group, controlling the information they have and shielding them from straying from group think

To avoid groupthink

• Bring in outside experts 

  • If a team has worked well together for a long time, there is a real risk for groupthink 

• Ask all members to be “critical evaluators” 

• Leader should voice opinions after others 

• Provide “second chance” to rethink decisions that were made 

C-Type conflict

C stands for cognitive 

- occurs when relationship/trust are strong 

- members willing to debate & disagree

- depend how you deal with disagreements, using communication principles 

- ground rule- “ideas separate from person”

- Creates feeling of satisfaction

- can have a good outcome

- improves team productivity 

A- type conflict

• A stands for affective or emotional 

  - Occurs when relationships & trust are weak 

  - Sidetracks team from issues 

  - Creates defensiveness and anger 

  - you are not balancing emotion and logic 

Conflict strategies are based on what 2 key principles

Assertiveness- how much we are worried about ourselves 

Cooperativeness- how much we are worried about others 

Depending on whether we are low or high on both of the components determines out conflict style/strategy 

Conflict Strategies 

Avoidance, Accommodation, Competition, Compromise, Collaboration

Vary depending on

•  Situation

• Communication styles of team members

• Goal at hand 

Avoidance

 best used where there is a trivial issues, communication skills lacking, losses outweigh gains, time insufficient to reach solution 

• Low cooperativeness

• Low assertiveness

Accommodation

 used when there is a minor issue, conflict is harmful to all, or there is a need to pause conflict, or tempers are out of control 

• Low assertiveness

• High cooperativeness 

Competition

best used when leader/manager needs to make an immediate decision, works only in situation parties expect & appreciate a show of force, and the power dynamic between parties clear 

• High assertiveness

• Low cooperation 

Compromise

 use when both parties stand to gain, back and forth, don’t need an ideal solution, need a temporary solution, time is short, works best when there is equal power dynamic between parties/team members 

• Medium assertiveness

• Medium cooperation

Collaboration

members trained in problem solving, parties have common values & goals, conflict arises from misunderstanding

• High assertiveness

• High cooperation 

The basic problem solving sequence

Based on avoiding groupthink 

Most teams do not use 

1. Define the Problem 

2. Research and Analyze 

3. Establish criteria 

4. List possible alternatives 

5. Evaluate Alternatives

6. Select Alternatives 

Selecting Best Alternative 

5 stages in which a decision is reached

• Consensus

  • Everyone agrees on selected course of action 

• Compromise 

  • Some members did give up something to reach an outcome. but still satisfied with outcome 

- Vote

- produces clear outcomes, but polarizing way of making decision 

- Leader’s decision 

- could create tension, but could also be necessary if team cannot come to a consensus 

- Arbitration 

- take decision making process outside of team and bring in a 3rd party to make a decision 

- can be really polarizing or really necessary 

Implementing alternative

• Discuss how to implement alternative 

• Last stage  

Committed Members

• Devote time and energy to learn 

• Support final team decision 

• Perform needed tasks & maintenance functions

   

They key functions are separated between task and maintenance 

Group Task Functions 

Are related to the task at hand 

• Initiate 

• Give Information 

• Seek information 

• Give opinion 

• Seek opinion 

• Elaborate 

• Energise 

• Review 

• Record

Group maintenance functions

Related to the coherence of the group/team building 

• Encourage participation 

• Harmonize different opinions 

• Relieve tension 

• Gatekeeper- make sure outside things that are unrelated to the group are coming in 

Non Functional behaviors

• Blocking 

• Aggression 

• Storytelling 

• Recognition seeking - talking just to talk  

• Dominating 

• Confessing - things that don't have anything to do with the group 

• Special interest pleading- pleading for interests that are outside of the groups  

• Distracting 

• Withdrawing 

Handling Nonfunctional People

• Plan opening remarks carefully

• Ask members to speak in order 

• Avoid direct eye contact 

• Seat nonfunctional person next to leader 

• Assign nonfunctional members tasks 

Tuckman's team development model 

• Tasks and behaviors that all teams go through within different stages 

• All teams start at forming level, but not all teams go to performing level 

Tuckman's team development model 

Forming- establish base level expectations on why the specific team is there, also try to increase trust level 

Storming- identify and research possible ideas for what team is supposed to o, express possible different opinions 

Norming stage- agree on process on how to make decisions, decisions are being made because you have established an agreement on what processes are going to be followed 

Performing- have an effective team, the group establishes a unique identity and achieves results 

Trait theory of leadership 

• We are either born with the characteristics of leadership or we are not 

• Theory indicates that these traits cannot be learned in a reasonable length of time 

• We either have them or we don’t 

• Controversial theory 

Successful leaders are more likely to be 

• Ambitious 

• Trustworthy 

• Self-confident

• Knowledgeable 

• Creative 

Function theory of leadership 

• Any time you perform a task or maintenance function, you are the leader for that period of time 

• In order for a group to be successful, there are basic task & maintenance functions that need to be performed 

  • These functions can be learned in a reasonable length of time

Ex: if you are responsible for keeping the speaker of orders during a group meeting, you are the leader for that time 

Three dimension theory 

Autocratic leadership style, Democratic leadership style, Laissez faire leadership style

• There are three dimensions to a leader, which has to do with the time spent making decisions, developing the commitment of a decision, and implementing that decision 

Different best option depending on situation

• More important to Have decision right away than the time it will take to implement 

• More important to implement decision in quickest way- democratic style 

Autocratic leadership style

• The leader makes the decision right away 

• Time decision is made in- Not much

• Developing commitment to decision- takes longer because team members have to be on board 

• Implement decision- takes a long time 

Democratic leadership style 

• Takes longer to make a decision, participation of the team members and leader 

• Developing commitment to decision- doesn't take long because consensus is already reached

• Implement decision- takes a shorter time, you have the buyin of the members

Laissez - faire leadership style 

You as a leader let your team members reach a decision

• Takes forever for team to make a decision

• Developing commitment to decision- reasonable amount, but less time than autocratic leadership style

• Implement decision- not much, but because you spent a lot of time reaching the decision, it takes longer than the democratic style to have overall time effect 

Situational Contingency theory 

• Situation dictates leadership style 

  • The best leadership style actually depends

Leadership depends on 

• Leader follower relations- is the leader liked?

• Position of power- is the leader powerful?

• Task structure- is the task structure organized?

Situational Leadership Theory

• Best style of leadership depends on the relationship of leader with the followers, the task at hand, and the power differential 

Depending on where the group is in the situation, the leader can take a diff approach, delegating, ask members to participate, tell members what decision is best, coach members on how to make decision 

• Delegating style 

• Participating style

• Telling style

• Selling or coaching style

Leaders that inspire followers to exceptional performance 

Charismatic leaders 

• Inspire followers

• Articulate a vision

• Provide plan for attaining vision 

• Mobilize commitment