Managing Business and Professional Communication Chapter Eight: Managing Group Communication This multimedia product and its contents are protected under copyright law. The following are prohibited by law: -any public performance or display, including transmission of any image over a network; -preparation of any derivative work, including the extraction, in whole or in part, of any images; -any rental, lease, or lending of the program.

Copyright © Allyn & Bacon 2008 What Is A Small Group? Purpose Interdependency Interaction among all members Task outcomes to produce or manage Feeling satisfaction being in the group Structure and leadership in the group Groups generally contain three to fifteen members. A group is only a a group if it has all four of these qualities. Copyright © Allyn & Bacon 2008

Is this a group? What are some contexts in which it could become one? Copyright © Allyn & Bacon 2008

Copyright © Allyn & Bacon 2008 Group Outcomes Task outcomes Definition: fulfillment of the group’s purpose or goal Groups outperform individuals in quantity and quality for complex tasks Groups learn better than individuals alone Copyright © Allyn & Bacon 2008

Copyright © Allyn & Bacon 2008 Group Outcomes Satisfaction outcomes Definition: morale or satisfaction experienced Groups increase satisfaction in organizations Informal groups can meet needs of individuals Copyright © Allyn & Bacon 2008

Communication Networks Centralized Networks – communication occurs through a central person or persons The chain Communication Networks in small groups: refers to the links or available channels through which members of the small group have access to one another. Chain: People can only communicate with people on either side of them Wheel: Communicate through a central individual, with no other interaction Centralized networks: Advantages: increased task efficiency in simple tasks, high group satisfaction for those in the middle Disadvantages: central positions experience overload, low group satisfaction among outside members The Wheel Copyright © Allyn & Bacon 2008

Communication Networks Decentralized Networks – information passes randomly through the group Circle Circle: Allows people on either side to interact, but limits contact from people directly across All channel: All participants have access to one another Decentralized networks: Advantages: Greater overall group satisfaction, less information overload Disadvantages: Take more time with simple tasks All Channel Copyright © Allyn & Bacon 2008

Communication Networks Virtual Networks – new structures for networking Virtual networks include: global communication, instant messaging, virtual meetings, instantaneous dialoging and feedback The principles of centralized and decentralized networks still apply. Copyright © Allyn & Bacon 2008

Copyright © Allyn & Bacon 2008 Leadership Styles Highly directive Efficient task outcomes Members can feel as though they are not heard or lack input Leaders can appear: Paternalistic and defensive Rules oriented rather than people oriented Use one-way communication and give little or no feedback Copyright © Allyn & Bacon 2008

Copyright © Allyn & Bacon 2008 Leadership Styles Participatory Leader offers guidance, suggestions, listening, and concern for members Produces moderate task efficiency Leaders are: We-oriented and tolerant Objective rather than subjective Encouraging with use of honest praise and criticism Copyright © Allyn & Bacon 2008

Copyright © Allyn & Bacon 2008 Leadership Styles Negligent Offers little guidance or direction Close to a non-leader situation Usually generates negative effects in task productivity and morale Leaders use: No comments, feedback, or encouragement You-orientation Copyright © Allyn & Bacon 2008

When would each style of leadership be used most appropriately? No leader should use the same leadership style all of the time. Different situations and contexts can call for different types of leadership. Copyright © Allyn & Bacon 2008

Communicating for Group Decisions Communicating for group task outcomes: Providing information and ideas Clarifying ideas and information Asking for ideas and information Critique of information Analyzing information Copyright © Allyn & Bacon 2008

Communicating for Group Decisions Communicating for group satisfaction outcomes - behaviors that maintain satisfaction: Showing solidarity Showing agreement Providing emotional support for group members Managing conflict among members Providing tension release Copyright © Allyn & Bacon 2008

Communicating for Group Decisions Communicating over group barriers - negative group communication: Hidden agenda Rigid communication Groupthink: Over-conformity communication Special pleading Pulling rank Interrupting Defensive communication Hidden agenda: Having self interests and an ulterior motive. Rigid: Closed-minded and rigid communication. Individuals tend to show negative attitudes and avoid risky decisions. Over-conformity: Group think – conforming before all ideas and plans were heard. Groupthink occurs for a variety of reasons: Competent members avoiding communication Group cohesion is high = conformity Presence of high status leader or person Feeling of invincibility Special pleading: A person advocates a position on behalf of constituents outside the team. Pulling rank: Using one’s status or position to make a point or convince the team of some plan. Interrupting: Allowing a dominate individual to block team performance. Defensive: Negative blocking behaviors such as reacting angrily or withdrawing. Copyright © Allyn & Bacon 2008

Conducting Group Discussions Copyright © Allyn & Bacon 2008

Conducting Group Discussions Initiating the group discussion Prepare and send an early agenda Express the purpose of the meeting Frame the decision-making with key questions Word the question Clarify leadership Frame the decision making with key questions: Question of fact: the conditions and definition (what, why, when) Question of conjecture: focuses on the future (what if, future, scenarios) Question of value: argues the worth of something (should, value, ought, worth) Question of policy: what recommendations or actions should be taken? (how, methods, steps) Wording the question: Questions should be specific. Questions should be simple Questions should be avoided that unnecessarily limit your alternatives Questions should avoid biased wording Copyright © Allyn & Bacon 2008

Conducting Group Discussions Developing group problem-solving Step One: Recognize a felt difficulty Step Two: Ventilate feelings Step Three: Describe the problem Step Four: Develop solutions Step Three - Describe the problem: Define the problem Word the problem or offer a question Limit the problem Research the problem Analyze the problem Reformulate the problem Step Four - Develop Solutions: Set up criteria List solutions Evaluate solutions Choose one solution Implement the solution Copyright © Allyn & Bacon 2008

Conducting Group Discussions Concluding group discussions Consensus Suspend discussion Minority or majority report Mediation or arbitration Majority vote Consensus: continued discussion to the point that the group reaches agreement Suspend discussion: when a decision cannot be easily reached, it is sometimes best to hold off until a later meeting Minority report: submit a report outlining the differences between the two groups Mediation: an objective person outside the group attempts to help the group reach consensus Arbitration: an outside objective person listens to both sides and hands down a decision Majority vote: good with large groups – bad with small groups because it creates a win-lose situation. Copyright © Allyn & Bacon 2008

Strategies for Group Communication Rules of procedure Conducting a formal meeting Motions to make formal decisions Brainstorming techniques Delphi technique Computer-mediated group communication Copyright © Allyn & Bacon 2008