Small Group Communication Notes

SMALL GROUP COMMUNICATION

Outcomes

  • Compare the various theories of group communication including group dynamics, and networking.
  • Discuss various types of groups and small group formations.
  • Evaluate the effectiveness of group communication and explain the role of variables such as intercultural barriers, communication styles, leadership and conflict in a group.

Nature and Characteristics of Forming a Small Group

  • Three or more people gathered with a common goal in mind.
  • Characteristics:
    • Share a common goal (purpose).
    • Interact together (sometimes over an extended period).
    • Develop set of values/norms within group.
    • Prepared to take risks in group.
    • Develop behavior in group (that would not be seen outside group).
    • Aware of members being and forming a group.

Reasons for Forming a Small Group

  • Security: when they feel threatened.
  • Status: some groups have a certain status.
  • Self-image: feel important.
  • Affiliation needs: social contact with others.
  • Power: influence and authority over others.
  • Collective goals: individuals can't complete certain tasks on their own.

Stages of Group Development

  • Forming stage
  • Storming stage
  • Norming stage
  • Performing stage
  • Adjourning stage
1. Forming Stage
  • Also known as: orientation stage
  • Group is formed.
  • Members are selected and get acquainted.
  • Set ground rules and norms.
  • Communication is not spontaneous and very formal.
2. Storming Stage
  • Also known as: conflict stage
  • Members are more familiar.
  • Communication is less guarded, more outspoken, and less polite.
  • Results in conflict and tension as individuals try to influence the process.
  • Members resist control from leaders and openly show hostility.
  • As members work out differences, conflict is replaced by cooperation and cohesiveness.
3. Norming Stage
  • Also known as: cohesion stage
  • Members determine how to do things and set norms.
  • Decide what is acceptable/unacceptable forms of conduct and communication.
  • Norms regulate behavior and reduce conflict.
  • Members start to work together.
4. Performing Stage
  • Also known as: task-performing stage
  • High involvement in accomplishing group goals and completing tasks.
  • Group starts to perform.
  • Works together to get job done.
5. Adjourning Stage
  • Also known as: dissolution stage
  • After completion, the group dissolves.
  • Group breaks up.
  • Either because of the nature of the task or unresolved conflict.
  • Failure to complete task leads to dismantling of group.
  • Some groups never dissolve, they have on-going tasks.

Group Structures and Group Dynamics

  • Communication patterns: members may be more central.
  • Decision-making patterns: responsibility shifts to several people.
    • Groupthink = when people are concerned with maintaining harmony that they don’t consider all options
  • Authority distribution: based on job position, personality, attitude, or knowledge.
  • Role differentiation: different roles, some have multiple roles.
  • Leadership: leader assists in reaching its goals.
  • Group cohesion: extent of attraction to the group.
  • Conforming to group norms: leads to unity and cohesion.
  • Conflict management: different needs and personalities. Manage in a constructive way, otherwise negative and destructive.

Types of Groups

Informal Groups
  • Social or casual groups.
  • Informal chat / small talk.
  • Helps people get to know each other and form bonds in the workplace.
  • Tension releasing groups.
  • Gather because of an event in the company that caused tension.
  • Helps people voice frustrations and serve as an outlet for tension.
Formal Groups
  • Aim = to perform certain tasks.
  • Task/project groups.
    • Temporary group with a specific task to complete.
    • Leader / project manager.
  • Training groups.
    • Face-to-face training.
    • Instructor / facilitator.
  • Policy-making groups.
    • Decide on rules for the company.
    • Appointed leader.
  • Problem-solving groups.
    • Set to solve problems.
  • Decision-making groups.
    • Makes complex decisions.
    • Requires a leader.

Leadership in Groups

5 Theories of Leadership
  • Traits and characteristics.
  • Behavioral leadership: initiating and consideration.
  • Leadership grid: concern for production results vs. concern for people.
  • Situational Leadership: different situations require different types of leadership– focus on task completion or building relationships.
  • Transformational leadership: creates positive change in followers.

Styles of Leadership

  • Autocratic
  • Bureaucratic
  • Democratic
  • Laissez-Faire
1. Autocratic
  • Gives orders without considering opinions from other members.
  • Task-oriented.
  • Strong views on how tasks should be completed.
  • Conflict arises when members do not respect the leader.
  • Not well-liked; disregard knowledge and opinions of others.
  • Crisis-situation = works well.
2. Bureaucratic
  • Leads according to the rule book.
  • The approach is successful for routine tasks, but can suppress innovative ideas if tasks become complex.
  • A style adopted by incompetent leaders who lack self-confidence.
3. Democratic
  • Aim to guide and govern group.
  • Encourage full participation; respect ideas of others.
  • Effective at solving complex problems; creative.
  • Not effective in crisis-situations; time-consuming to hear and consider all suggestions.
4. Laissez-Faire (“allow to do”)
  • Do not direct groups.
  • Indifferent and allows group members to do as they please.
  • Do not take a stand on issues or follow up on decisions.
  • Do not influence followers.
  • Not an acceptable style of leadership.

Theories of Leadership

1. Traits Leadership Perspective
  • Focus on personal qualities and characteristics: self-confidence, energy, intelligence, drive, etc.
  • Not helpful; traits don’t guarantee a good leader.
2. Behavioral Leadership
  • Unique way leaders behave.
  • Two behaviors: initiating structure and consideration.
3. Situational Leadership
  • More complex; situational variables should be considered.
  • Focus on task-completion or building relationships.
4. Transformational Leadership
  • Good at communicating vision to followers.
  • Generate enthusiasm and momentum.
  • Charismatic – get commitment from followers.
  • Approachable, reasonable, non-discriminatory.
  • Invite criticism and feedback.

Conflict in Groups

Types of Conflict
  • Intrapersonal: within an individual.
  • Interpersonal: between two individuals.
    • Value: regard values as fundamental; creates conflict when others do not share values.
    • Ego: tendency to link self-worth to views/ideas; creates conflict when others do not share ideas.
    • Content: conflict over what people view as facts or opinions.
  • Team: members of a team disagree about how to achieve goals.
  • Intergroup: between two teams.

Managing Conflict

  • Avoiding conflict.
  • Confront conflict.
    • Win-lose (based on power).
    • Lose-lose (compromise no one really satisfied).
    • Win-win (work towards common goal).

Implications of Conflict for Communication

  • Analyze conflict.
  • Create a climate of trust.
  • Strive for a win-win approach to solve conflict.
  • Effective listening.
  • Acknowledge the values and interests of others.
  • State problems clearly.
  • Use language that is neutral and not judgmental or scornful.
  • Show verbally and non-verbally that you are concerned about others.