Small Group Communications Exam 1 Review

Characteristics of Small Groups

Interdependence

Mutual Influence

Sense of Belonging

Common Purpose or Goal

Interaction

Size

Norms

Roles

Cohesion

Chared Identity

Interdependence

Members rely on each other to achieve goals. Each person’s actions affect the group as a whole.

Mutual Influence

Influencing one another through communication, decision-making, and interaction. All members impact the group dynamic and outcomes.

Sense of Belonging

Members feel connected to the group and perceive themselves as part of it.

Common Purpose or Goal

A shared purpose binds the group together. Whether the goal is problem-solving, decision-making, or completing a task, the group exists to accomplish something collectively.

Interaction

Communication is essential in small groups. Members interact through verbal and nonverbal communication, exchanging ideas, building relationships, and solving problems.

Size

A small group consists of 3 to 12 members. This size allows for interaction and decision-making without the challenges of managing larger groups.

Norms

Guide behavior and expectations for the group interaction, helping to maintain order and focus. (explicit or implicit rules)

Roles

Specific roles that contribute to the group’s success. Balance productivity and relational dynamics.

Cohesion

Group develops strong interpersonal bonds, trust, and collaboration, helps to work effectively and achieve goals.

Shared Identity

Develop a unique identity based on shared experiences, goals, and norms, distinguishing them from other groups.

Importance of Small Group Characteristics

These characteristics interact dynamically and manage both task-oriented and relational aspects, balancing productivity with positive group dynamics. Helps members navigate group challenges.

The Delicate Balance

Small groups must maintain a delicate balance between task dimension and social dimension to function effectively. (Task Dimension vs. Social Dimension)

Task Dimension

The group’s focus on achieving its goals or completing a task. Productivity, efficiency, and goal-oriented. (Decision-making, problem-solving, and generating solutions)

Social Dimension

The interpersonal relationships and group cohesion among members. Group members feel valued, supported, and connected, creating a sense of belonging and mutual respect.

Overemphasizing Task Dimension

May help achieve goals but also risk damaging interpersonal relationships.

Overemphasizing Social Dimension

May have excellent cohesion and a supportive atmosphere but can struggle with productivity.

Complementary

How group members. provide qualities, skills, or traits that balance or complement one another. Differences can be beneficial when they help the group function effectively.

Task Roles

Complementarity in the division of labor and task roles within a group. Different skills, expertise, and perspectives, allowing the group to address complex tasks more effectively than an individual could.

Personality Traits

Groups benefit from complementary personality traits.

Conflict Management

Complementary conflict styles are advantageous. One member might be more assertive in addressing conflicts, while another might excel at mediating or maintaining harmony.

Leadership

Complementarity is important in leadership and follower roles. A leader may rely on the complementary skills of group members to ensure the group achieves its goals.

Benefits of Complementary

Enhanced problem solving

Increased Efficiency

Stronger Relationships

Challenges of Complementary

Can lead to challenges if the differences among members are not managed effectively. Misunderstandings, power imbalances, or clashes in work styles can emerge.

Application of Complementary

It’s relevant in forming teams or managing group dynamics. Leaders or facilitators should encourage complementary by recognizing and leveraging each member’s unique strengths to create a well-rounded and effective group.

Social Facilitation

The idea that the presence of others can enhance or impair an individual’s performance. Whether the effect is positive or negative depends on the nature of the task and the individual’s familiarity or skill level with it.

2 Types of Social Facilitation

Enhanced Performance on Simple or Well-Learned Tasks

Impaired Performance on Complex or New Tasks

Enhanced Performance on Simple or Well-Learned Tasks

When individuals are skilled at tasks or have relatively simple tasks, others tend to improve their performance — increased arousal and motivation

Impaired Performance on Complex or New Tasks

Conversely, when individuals perform unfamiliar, complex, or challenging tasks, others can lead to worse performance because the added pressure and arousal can cause distraction or anxiety.

Relevance of Social Facilitation in Small Groups

Members observe or evaluate one anothers contributions. Influencing task productivity, learning and skill development, and competition vs. collaboration.

Task Productivity

May work harder on well-learned or routine tasks.

Learning and Skill Development

When tasks are new or complex, group settings may hinder performance until members become more comfortable or experienced.

Competition vs. Collaboration

The effect of social facilitation may vary based on whether the group dynamic is competitive or supportive.

Ways to manage social facilitation effects

Task Design

Supportive Environment

Practice and Preparation

Task Design

Assign tasks that match group members’ skill levels to avoid the negative effects of social facilitation.

Supportive Environment

Create an atmosphere that reduces anxiety and focuses on collaboration rather than judgement.

Practice and Preparation

Encourage group members to practice tasks individually before performing them in a group setting.

Social Compensation

The increased effort and contribution made by certain group members when others in the group are not performing up to the expected level.

Key Points on Social Compensation

Motivating Factors

Task Importance

Belief in Others’ Contribution

Relation to Social Loafing

Motivating Factors of Social Compensation

When the task is important or meaningful to the individual, and they believe their additional effort can significantly impact the group’s outcome.

Task importance in Social Compensation

The level of effort depends on how critical the task is perceived to be. If the task feels unimportant, members are less likely to engage in social compensation.

Belief in Others’ Compensation

Social compensation is influenced by group members’ perceptions of others. If a group member believes others are intentionally slacking of lack the ability to contribute, they may overcompensate.

Relation to Social Loafing in Social COmpensation

Social compensation is a counterbalance to social loafing, where some members put in less effort because they assume others will carry the workload.

Positive Effects of Social Compensation

Can ensure group success even when some members underperform.

Negative Effects of Social Compensation

Can lead to frustration, resentment, or burnout for those who constantly pick up the slack.

Implications in Group Dynamics in Social Compensation

Encouraging Equal Participation

Recognizing Effort

Addressing Social Loafing

Encouraging Equal Participation

Group leaders should promote fairness and hold all members accountable for their contributions to reduce the need for social compensation.

Recognizing Effort

Acknowledge the contributions of those who work hard to keep morale high and avoid frustration.

Addressing Social Loafing

By identifying and addressing the root causes of underperformance, groups can reduce the need for some members to compensate disproportionately.

Social Loafing

a phenomenon where individuals put in less effort than they would if working alone because group members assume that others will pick up the slack or that their individual contributions are less noticeable.

Causes of Social Loafing

Lack of Accountability

Perception of Dispensability

Task Unimportance

Group Size

Unequal Work Distribution

Effects of Social Loafing

Decreased Group Productivity

Frustration Among Hardworking Members

Reduced Cohesion

Lack of Accountability (Social Loafing)

Members may feel less motivated to contribute fully when contributions are not directly recognized.

Perception of Dispensability (Social Loafing)

Members may feel that their efforts are not essential or that the group can succeed without full participation.

Task Unimportance

Members may be less inclined to invest their energy is the task seems unimportant.

Group Size

Larger groups tend to experience more social loafing because it’s easier for individuals to “hide” their lack of effort.

Unequal Work Distribution

Members perceive an imbalance in contributions, they may reduce their effort as a form of passive resistance or fairness.

Prevent Social Loafing by:

Individual accountability

Smaller group sizes

Equal work distribution

Social cohesion

Intrinsic motivation

GroupHate

Dislike or dread of participating in group activities.

Contributing Factors to GroupHate

Unequal participation

Social loafing

Time-Consuming nature of group work

Poor Communication

Interpersonal conflicts

Negative past experiences

Reduced engagement

Lower productivity

Increased conflict

Strategies to Mitigate GroupHate

Promote equal participation

Establish clear goals

Foster open communication

Build positive group dynamics

Address social loafing

Provide training and support

Individualism

Emphasize personal goals, autonomy, and individual rights.

Collectivism

Value group harmony, interdependence, and the well-being of the group over individual desires.

Decision making in Individualistic Cultures

Group members may favor competitive strategies, open debate, and individual accountability when making decisions.

Decision Making in Collectivist Cultures

Group members prefer consensus-building and collaborative strategies, avoiding conflict to maintain group harmony.

Individualist Conflict Style

Tend to approach conflict directly, seeing it as an opportunity to express opinions or solve problems.

Collectivistic Conflict Style

Avoid direct confrontation, prioritizing relationships and finding ways to save face for all parties involved.

Individualists Roles and Contributions

Value independence and arel ikely to take initiative or lead based on their personal strengths.

Collectivist Roles and Contributions

Emphasize shared responsibility and are more likely to defer leadership to someone chosen by the group.

Individualist Motivations

Motivated by personal achievement, recognition, and tangible rewards.

Collectivist Motivations

Motivated by group success, loyalty, and the satisfaction of contributing to shared goals.

Individualists may view collectivists as…

passive or over-accomidating

Collectivists may view individualists as…

self-centered or overly assertive

Strategies for Bridging Cultural Differences

Foster Cultural Awareness

Adapt Communication Styles

Emphasize Common Goals

Promote Flexibility

Media Richness Theory

Suggests that different communication media vary in their ability to convey rich information. Rich media are those that offer multiple cues, immediate feedback, anad support personal focus.

Rich Media

Best for tasks that require complex, nuanced, or emotionally charged communication.

Ex. face-to-face meetings, video calls, telephone conversations

Lean Media

More appropriate for simple, factual tasks where the emotional tone and nonverbal cues are less important.

Ex. emails, texts, memos

Input

Refers to the resources or stimuli that members bring to the group, such as knowledge, experiences, and skills.

Throughput

Refers to the process of group interaction, where members communicate, discuss, and collaborate to achieve group goals. The work done during group communication.

Output

The outcomes of group communication, which would be decisions, solutions, or the overall success of the group’s work.

Synergy

Refers to the idea that the collective efforts of the group can produce results that are greater than what individuals could achieve alone.

Negative Synergy

Occurs when group members work in a way that reduces the overall effectiveness of the group.

Entropy

Refers to the degree of disorder or randomness in a system. Higher entropy often leads to less porductive group interactions.

Interdependence

Refers to the mutual reliance that group members have on one another. Groups are most effective when they recognize their interdependence and work collaboratively.

Openness to Environment

Refers to the extent to which a group is willing to consider outside influences , new ideas, or changes to their external environment.

Equifinality

The concept that there are multiple ways to achieve the same goal.

Elements of Interpersonal Attraction in Groups

Similarity

Proximity

Complementarity

Reciprocity

Mutuality of Concern

Refers to the shared commitment and focus that group members have toward achieving the group’s goals. All members are equally invested.

Phases of Group Development

1. Forming

2. Storming

3. Norming

4. Performing

5. Adjourning

Forming

The initial stage where group members get to know each other and establish basic roles and goals.

Storming

Characterized by conflict, disagreement, and competition as members vie for status or influence.

Norming

Members begin to settle less into roles, establish norms, and work collaboratively.

Performing

The group is working effectively toward its goals, with minimal conflict.

Adjourning

The group disbands after achieving its objectives.

Primary Tension

Refers to the initial discomfort or unease that group members experience when they first meet.

Secondary Tension

Emerges later in group development, typically during the storming phase, when members start to express differing opinions.

Structuration Theory

Suggests that group behaviors are shaped by both individual actions and established structures.

Rules

Explicit guidelines that dictate how members should behave in a group.

Norms

Unwritten, often implicit standards of behavior within a group.

Power

The ability to influence others and control resources or outcomes.