Small-Group Communication and Problem Solving Chapter 9 Small-Group Communication and Problem Solving Communicating for Results, 10th edition

Small-Group Communication and Problem Solving Advantages of group decision making: Resistance to change is reduced Group decisions may be superior to, and more accurate than, individual decisions Because decisions are better, they may be more readily accepted Personal satisfaction and job morale are greater Hostility and aggression are reduced Productivity is increased Responsibility for decision is diffused Communicating for Results, 10th edition

Definition of a Small Group Small number of people Face-to-face interaction Actively working together toward common goal Communicating for Results, 10th edition

Use and Value of Teams in the Effective Organization Group communication is one of most often used methods of communication within organizations Three categories of groups: Learning groups Self-maintenance groups Problem-solving groups Communicating for Results, 10th edition

Effective Teams are Well Prepared and Organized Groups following an organized procedure are more productive Not all groups follow same procedures Although effective groups tend to move toward a solution in a linear fashion, actual process appears to be accomplished in a cyclical manner But they aren’t overly rigid Communicating for Results, 10th edition

Effective Teams Receive Periodic Training Group productivity can be improved when group training is improved Periodic training especially important for virtual teams Virtual teams also need training in information and communication technologies New members should be given complete record of team’s past history Training can dispel prejudices people have about teams Communicating for Results, 10th edition

Effective Teams Question Assumptions and Opinions Ineffective groups tend to accept opinions and assumptions without adequately evaluating them Effective teams question opinions and assumptions expressed by group members Communicating for Results, 10th edition

Effective Teams Evaluate Solutions by Comparing Them to Criteria The best way to evaluate a possible solution is to compare it to predetermined criteria and look for consequences for adopting the solution Both effective and ineffective groups weigh possible alternatives, effective teams more thorough in considering consequences of each alternative Communicating for Results, 10th edition

Effective Teams Avoid Groupthink Uncritical way of thinking Often characteristic of groups in which desire to avoid conflict and reach agreement is more important than careful consideration of alternatives Communicating for Results, 10th edition

Effective Teams Avoid Groupthink Teams often guilty of following symptoms of groupthink: Illusion of invulnerability Shared stereotypes Rationalization Illusion of group morality Self-censorship Illusion of unanimity Direct pressure Mind guarding Communicating for Results, 10th edition

Effective Teams Avoid Groupthink More likely in teams with hidden-style leaders or members To avoid groupthink: Bring in outside experts Ask all members to be critical evaluators Keep personal opinions to self until others have expressed their opinions Occasionally miss a meeting and allow someone else to lead Impress on the group importance of looking at many options Once tentative solution has been reached, give members second chance to rethink their choice Communicating for Results, 10th edition

Effective Teams Manage Cultural Diversity Not all cultures view or solve problems in the same way Multicultural groups have advantages Members less susceptible to groupthink More likely to produce creative range of alternatives Communicating for Results, 10th edition

Effective Teams Manage Cultural Diversity Recommended multicultural groups do following: Recognize differences Elect members for their task-related abilities Find a purpose, vision, or superordinate goal Avoid cultural dominance Develop mutual respect for each other Seek a high level of feedback Communicating for Results, 10th edition

Effective Teams Operate Virtually All communication skills are just as important in communicating with virtual teammates as in face-to-face situations Researchers have concluded three important differences: CMC teams communicate less and share less information than FTF teams When completing tasks where a correct answer exists, CMC teams underperform FTF teams CMC teams predict the success of their decisions better Communicating for Results, 10th edition

Effective Teams Operate Virtually The elaboration likelihood model Describes how people evaluate arguments Either use central route and take time to thoroughly consider argument Or use the peripheral route and are distracted by secondary cues Even though CMC teams exchange less information and fewer messages, make up for it by carefully and critically evaluating using central route FTF teams are more likely to allow secondary cues from presenter distract them Communicating for Results, 10th edition

The Basic Problem-Solving Procedure Both leader and team members should be trained in using basic problem-solving procedures Problem-solving Procedure that groups use to move from current problem to desired solution and goal Decision making Act of choosing among alternatives Communicating for Results, 10th edition

Step 1: Define the Problem Often omitted because team members assume everyone knows what problem is Discuss the problem’s symptoms, seriousness, and impact Write the problem in question form Written in a manner that allows for widest range of answers Specific rather than general Specific about who should act Written in an unbiased manner Communicating for Results, 10th edition

Step 1: Define the Problem Questions of fact Team tries to determine whether something is true Questions of value Team tries to assess desirability of object, idea, person Questions of policy Team tries to arrive at specific course of action Communicating for Results, 10th edition

Step 1: Define the Problem Define any confusing terms Define any ambiguous terms Communicating for Results, 10th edition

Step 2: Research and Analyze the Problem Teams that omit step 2 usually arrive at unsound solutions Even teams that do analyze the problem reach ineffective solutions because their discussions are disorganized Communicating for Results, 10th edition

Step 2: Research and Analyze the Problem List all topics that must be researched and discussed Gather needed information Discuss the information and opinions for each topic in an organized manner Communicating for Results, 10th edition

Step 2: Research and Analyze the Problem To organize team’s discussion, try using the following pattern: Select topic to be discussed Give all members a chance to cite their research on topic Ask if anyone has anything further to say Summarize the group’s findings on the topic State the next topic to be discussed and repeat preceding steps Communicating for Results, 10th edition

Step 3: Establish a Checklist of Criteria What are criteria? Guidelines group agrees to follow to reach solution Types of criteria Task criteria Operational criteria Must criteria Want criteria Communicating for Results, 10th edition

Step 3: Establish a Checklist of Criteria When to establish criteria Criteria should not be established before step 2 Whether criteria should be established before or after step 4 is difficult to say Research produced conflicting answers Advisable to establish criteria before listing alternatives in following situations: If task is complex If topic is emotional or involves value judgments If team members have little or no problem-solving experience Communicating for Results, 10th edition

Step 3: Establish a Checklist of Criteria How to use criteria effectively The following procedure is an effective way to organize group’s discussion of criteria: List all possible criteria Evaluate each criterion to determine its importance or unimportance Communicating for Results, 10th edition

Step 4: List Possible Alternatives List as many alternative solutions as are feasible within your team’s time and budget limitations All evaluations must be postponed until step 5 Communicating for Results, 10th edition

Step 4: List Possible Alternatives Brainstorming Spontaneous contribution of ideas by all members of team Follow these basic guidelines: Avoid negative feedback Strive for longest list possible Strive for creative, unusual ideas Try to build from previously mentioned ideas Communicating for Results, 10th edition

Step 4: List Possible Alternatives Brainstorming works best when team members are outgoing and enjoy being creative Less effective when some group members are afraid to talk because of real or perceived group pressures Electronic brainstorming Ideas are generated individually by typing them and sending them electronically Communicating for Results, 10th edition

Step 4: List Possible Alternatives Nominal Group Technique Gives all team members equal chance to participate When used for generating ideas, two steps are followed: Ideas are silently generated by each individual Ideas are recorded Communicating for Results, 10th edition

Step 4: List Possible Alternatives Nominal Group Technique When used for decision making, four steps are followed: Ideas are silently generated by each individual Ideas are recorded Each idea is discussed for clarification Each member privately selects top preferred items and ranks them according to importance Communicating for Results, 10th edition

Step 4: List Possible Alternatives When using NGT, third and fourth steps may have to be repeated until definite solution is present Advantage of NGT – privacy – can be its weakness Communicating for Results, 10th edition

Step 4: List Possible Alternatives Combination methods Combination of brainstorming and NGT may be effective Communicating for Results, 10th edition

Step 5: Evaluate Each Alternative The following guidelines will enable group to evaluate possible alternative solutions: Read through list of alternatives, eliminating those team feels do not meet criteria agreed on in step 3 Further reduce list to workable number by combining any similar alternatives Discuss each remaining alternative’s strengths and weaknesses Determine how well each alternative meets criteria Continue reducing list until best alternative is reached Communicating for Results, 10th edition

Step 5: Evaluate Each Alternative One drawback to group problem solving is that so much time is required Teams that use criteria correctly can cut time needed to reach solution Communicating for Results, 10th edition

Step 6: Select the Best Alternative A decision can be made by one of several methods: Consensus Compromise Vote Communicating for Results, 10th edition

Step 6: Select the Best Alternative Discuss how to implement the best alternative Team has completed decision-making process and is ready to report all recommendations to appropriate person(s) or, if the group has the power, to initiate the implementation It is important to follow up on the implementation and keep record of successes and failures Communicating for Results, 10th edition