Small Group Communication Exam One

Chapters 1-4

Four Communication Myths

1. communication is a panacea - fixes everything

2. communication can break down - effective or not, the dance goes on

3. effective communication is merely skill building - needs understanding

4. effective communication is common sense - skills are developed, and we can all learn and get better

Communication is Transactional

both sending and receiving simultaneously

“Communication is a Process”

it is not cut and dry, built on context of relationship

Content vs. Relationship Dimensions

• content dimension - what are the words we’re saying

• relationship dimension - what is the relationship of the person we’re saying them to

Context

saying something in one context might have an entirely different connotation than if it were said somewhere else

Verbal & Nonverbal

verbal and nonverbal communication are intertwined, nonverbal makes up for the 99% of things we don’t say, and it affects the verbal messages by giving them an added layer of context for the receiver to interpret

Mixed Message

when we get both positive and negative responses, one verbal, the other nonverbal – or mixed within – when people say, “yeah, no.”​

Bypassing

when everyone assumes that everyone has the same meaning for a word

Virtual Group Challenges

virtual groups may struggle in the absence of nonverbals – and an unwillingness of people to show emotion online

Communication Competence Model

• a matter of degree from deficiency to proficiency​

• individualism vs. collectivism​

• appropriateness – following the rules – complying with expectations

• effectiveness - getting the message across

We-Orientation vs. Me-Orientation

we oriented – primacy of the group over the individual

me oriented – primacy of the individual over the group

5 Ways to Improve Effectiveness and Competence in Groups

1. acquire knowledge – of rules – appropriate and effective are not the same​

2. develop and hone skills – know and show – perform well​

3. sensitivity – receptive accuracy – failure here can be tragic​

4. commitment – a passion for excellence and improvement – be a participant and an observer– self-reflexivity​

5. be ethical – honesty, respect, fairness, choice and responsibility

System

interconnected parts working together to form a whole in the context of a changing environment

Input

no input = no life in system ​

• entropy – wearing down of a process to disorganization and eventual termination

Output

product produced by group - decisions

Throughput

transformation of input to output – rules, power, norms, etc.​

Entropy

lack of order or predictability — gradual decline into disorder

Ripple Effect

interconnectedness — affect one part of the system and the whole system is altered — positively or negatively

Synergy

when parts come together to make something greater than the parts – the whole is (can be) GREATER than the sum of the parts​

• synergy is produced when group members work in a cooperative, interconnected way​

• negative synergy – when you get less than the sum of the parts

Equifinality

there is more than one way to skin a cat – or open a file on Word​

• same goals, different paths; different paths, same outcomes, different starts and ends

Dynamic Equilibrium

a management of stability and change in the group – a system must manage the degree, rate and desirability of a change

Boundary Control

critical function to maintain group function

Size & Group Communication

• as groups grow in size, the number of relationships grows exponentially​

• larger groups have more nonparticipants than large groups​

• smaller groups inhibit overt disagreement and signs of dissatisfaction more than larger groups​

• groups size affects levels of cooperation - larger groups often splinter and may form cliques – which encourage in-group competitiveness and diminish group performance​

• best group size – the smallest group capable of performing the task – speed/quality trade

Size in Groups and Organizations

• 7-10 for high quality decisions​

• 3-4 for speed​

• ultimately – no magic number or ideal-sized group​

• bigger groups become unwieldy – conversations wander​

• rule of 7 – in one study, every person added after the 7th decreased productivity by 10%

Task vs. Social Dimension

task dimension - the work at hand

social dimension - interaction between group members

task = productivity, social = cohesiveness

Reasons We Join Groups

1. need to belong​

2. interpersonal attraction​

3. attraction to group activities​

4. attraction to group goals​

5. establishment of meaning and identity​

6. fulfillment of unrelated needs

Primary vs. Secondary Tension

primary tension — initial rockiness when forming a group

secondary tension — roles have been formed, group is settled in, tension comes from disagreements in group direction

Norming Periodic Phase

• adapt communication to norms of the group​

• encourage change when norms are excessively rigid​

• encourage change when norms are too elastic

Addressing Social Loafing

1. choose meaningful tasks​

2. establish a group responsibility norm​

3. note the critical importance of each member’s effort​

4. hold members accountable​

5. enhance group cohesiveness​

6. confront the loafer​

7. consult a higher power​

8. boot out the loafer​

9. sidestep the loafer

Constructive Competition​

1. de-emphasize winning​

2. compete with relative equals​

3. ensure fairness

Hypercompetition

• diminishment of achievement/performance​

  • hoarding of resources​

  • goal of beating others​

  • fostering of divisiveness​

• diminished cohesiveness of “Losers”

Defensive vs. Supportive Communication

defensive​

• evaluation​

• control​

• manipulation​

• indifference​

• superiority​

• certainty

  supportive​

  • description​

  • problem orientation​

  • assertiveness​

  • empathy​

  • equality​

  • provisionalism