Group Interaction Exam 2

relational communication

verbal and nonverbal messages that create the social fabric of a group by promoting relationships between and among group members

• called the affective (emotional) dimension of group communication

• four primary elements impact our relationships in groups

relational communication - element 1: roles

To help with uncertainty, we assign ROLES or sets of expectations to ourselves and others

Roles in small groups

• self-concept

• perceptions

• people’s behaviors

self-concept

the characteristics and attributions you have of yourself

3 types of roles

1. task roles

2. maintenance roles

3. individual roles

relational communication - element 2: norms

rules or standards that determine appropriate and inappropriate behavior in groups

structuration theory

how norms develop - we form norms and rules based on what we have experienced in the past

5 factors that impact conformity to group norms

1. Individual characteristics

2. Clarity of the norm and its punishment for breaking it

3. Number of people who have already conformed to the norm

4. Quality of relationships in the group

5. sense of group identification

relational communication - element 3: status

an individual’s relative importance

ways you can know that someone has status or importance

• people like to feel important in groups

• High-status people get certain privileges - this becomes a motivator to seek status

• status influences who talks to whom and how often people speak

• status impacts relationships among members

relational communication - element 4: power

involves the ability of one person to control or influence some other person or decision - power is given!

5 power bases

1. legitimate power

2. reward power

3. coercive power

4. expert power

5. referent power

relational communication - element 5: trust

the extent to which a person is confident in, and willing to act on the words, action, and decisions of another

group climate

the emotional environment of a group which affects and is affected by interaction among the group

defensive vs. supportive climates

• Defensive climates are counterproductive

• Defensive climates can create a “win” mentality rather than a relationship mentality

• Supportive climates focus on the task rather than self-protection

• Supportive climates reduce stress and burnout

the 6 research-based strategies we should follow to build a supportive climate

1. evaluation vs. description

2. control vs. problem orientation

3. strategy vs. spontaneity

4. neutrality vs. empathy

5. superiority vs. equality

6. certainty vs. provisionalism

evaluation vs. description

• important to use descriptive language not evaluative language

  • Don’t say, “That’s a stupid idea” say, “As I am thinking through this idea, I am realizing there will be a lot of barriers to make that happen unless I am missing something.

control vs. problem orientation

Maintaining a problem orientation allows others to see that you are striving for a solution that is best for all, causing cohesion will increase and helping to create a supportive climate

strategy vs. spontaneity

• Strategy is often used in a self-serving manner

• Strategy is not always bad, especially if the strategy is to be inclusive and supportive

• Acting spontaneously shows others you are acting honestly and and immediately in the present moment

• Allows for inclusion and discussion which creates input opportunities

Neutrality vs. empathy

• Neutrality implies they are not worth your time and energy

• Being empathetic does not mean you have to “give in” or ignore rules

• Empathy allows us to have a better understanding of the why, which results in better-adapted and other-oriented responses

• You can be empathetic and still hold people accountable

superiority vs equality

• to show equality, we enter planning with mutual respect and as partners

• Asking for input and giving credit where credit is due goes a long way for providing support

certainty vs provisionalism

• Supportive environments are created when people hold their attitudes provisionally or appear flexible and genuinely committed to solving problems rather than taking sides

confirming responses

messages that cause people to value themselves more

• direct acknowledgement

• supportive response

disconfirming responses

messages that cause people to value themselves less

• irrelevant response

• interrupting response

group cohesiveness

the degree of attraction that members feel toward one another toward the group

highly cohesive groups

• more open

• handle disagreement more effectively

• typically perform better - success breeds success

• cohesive groups experience symbolic convergence

• members’ needs are met

groupthink

is an unintended outcome of cohesion in which the desire for cohesion in which the desire for cohesion and agreement takes precedence over critical analysis - not good

groupthink occurs when:

• Members feel apathetic

• members expect lack of success

• one member is highly credible

• one member is very persuasive

• members fail to challenge ideas

a positive group climate is productive

• more trust

• manages conflict better

• increases task productivity

• be thoughtful about size of group - the more members the less space for interaction

• leaders can play valuable role in the development of the climate

decision making

the process of choosing from among several alternatives

problem solving

the process of overcoming obstacles to achieve a goal, requires a group to make many decisions

group decision making steps

1. analyze the decisions to be made

2. involve all members in seeking information

3. identify and clarify the goals of the decision

4. group members identify multiple options

5. rationally evalute the positive and negative consequences of alternatives

6. after analyzing the data and options, make decision

methods of group decision making

• Decision by Expert in Group

• Decision by Expert Outside Group

• Averaging Individual Rankings or Ratings

• Random Choice

• Majority Rule

• Decision by Minority

• Decision by Consensus

decision by consensus

• Most time consuming but members are usually satisfied by decision

• Consensus is facilitated if members stay focused on goal

• Requires listening and conflict management

• Requires clear criteria- they know what good looks like

• Find high-quality information

• Break issues into smaller parts

• Requires energy

• Can sometimes stagnate- leader can step in

3 elements of a problem

1. An undesirable existing situation

2. A goal a group wishes to achieve

3. Obstacles that keep a group from achieving its goal

barriers to group problem solving

1. Lack of structure

2. Lack of cultural sensitivity

3. Lack of planning

4. Lack of resources

5. Wrong people present

6. Time pressure

7. Poor communication

8. Unsupportive social climate

9. Negative attitudes

10.Lack of problem-solving skills

3 approaches to problem solving

1. Prescriptive Approach

2. Descriptive Approach

3. Functional Approach

group structure

The way a group discussion is organized, focusing on the group’s agenda and task.

group interaction

The dialogue that occurs during group discussion; The “give-and-take” in a discussion and relational efforts made.

steps to structure group problem solving

1. Identify and define the problem

2. analyze the problem

3. generate creative solutions

4. evaluate & select best solution

5. test & implement solution

descriptive approach to problem solving

Identifies the typical patterns of communication that occur when people interact to solve problems

dialectical theory

suggests that during communication there are often competing tensions pulling the conversation in multiple directions.

• Stability vs. Change

• Connection vs. Autonomy

• Openness vs. Closedness

punctuated equilibrium

Argues that groups experience patterns of punctuated equilibrium because at first, they experience uncertainty and indecision then at the midway point there is a breakpoint, and the equilibrium is shattered.

functional perspective

Assumes that a group will generate better solutions if they focus on these key communication functions:

• Analysis Function

• Idea-Generation Function

• Evaluation Function

• Personal-Sensitivity Function

bona fide perspective

suggest that context and boundaries of the groups in which we participate move and change