Chapter 3 Communication that Structures Communication networks Conversation coherence Group member roles Group norms Group development Copyright c 2006 Oxford University Press

Communication Networks Interaction pattern based on flow of messages Communication – Who talks to whom Formal - Who reports to whom Affective - Who likes whom Material - Who gives resources to whom Proximity - Who is linked to whom Cognitive - Who knows whom Copyright c 2006 Oxford University Press

Communication Network Attributes Ties can vary in direction Flow can be one way or equally between both Ties can be based on Content Frequency Channel of communication Ties can be strong or weak Copyright c 2006 Oxford University Press

Decentralized Networks Members communicate without restrictions Good for decision making and build cohesiveness Can produce communication overload Insert art from figure 3.1 A from page 48 Copyright c 2006 Oxford University Press

Copyright c 2006 Oxford University Press Centralized Networks One or two members restricts who talks to whom Can produce communication underload Can create disconnect among members Insert artwork from figure 3.1 B from page 48 Copyright c 2006 Oxford University Press

Assessing Your Group’s Network Often we think a group uses a decentralized or open network But, consider how the following operates in your group Roles and norms Power and status Faultlines, or salient characteristics of diversity Copyright c 2006 Oxford University Press

Conversational Coherence Group members’ utterances are connected to one another Another form of structure Functional coherence Group is accomplishing its purpose Topical coherence Group members stayed focused on a topic Copyright c 2006 Oxford University Press

Copyright c 2006 Oxford University Press Group Member Roles Group member roles create structure for the group Roles can be Formal, expected Easily labeled Informal, negotiated Tend to emerge as substitutes for missing or ineffective formal roles Copyright c 2006 Oxford University Press

Copyright c 2006 Oxford University Press Formal Roles Those roles needed to get group work done Easily identified and labeled Carry rights and duties Can be appointed or allowed to emerge Leader Secretary/recorder Critical advisor Copyright c 2006 Oxford University Press

Informal Interaction Roles Develops from patterns in conversations Sanctioned by others through interaction Developed in response to formal roles Task roles Group maintenance roles Individual roles Copyright c 2006 Oxford University Press

Copyright c 2006 Oxford University Press Group Norms Shared expectation about behavior Informal rule adopted by the group Regulates group members’ behavior Provides clues about appropriate behavior Powerful invisible form of social control The more cohesive the group, the more powerful the norms Copyright c 2006 Oxford University Press

Copyright c 2006 Oxford University Press Developing Norms Brought into a group from previous experiences Developed in reaction to an unique event in the group Developed as a response when a group member deviates from what is typical in the group Copyright c 2006 Oxford University Press

Copyright c 2006 Oxford University Press Talking About Norms Tend to start in abstract forms and move to more defined and concrete forms To initiate a norm Discuss early in group history Talk explicitly about desired behavior Copyright c 2006 Oxford University Press

Group Development Phases Inclusion and dependency Conflict Negotiating goals and roles Task and activity orientation Termination Copyright c 2006 Oxford University Press

Phases of Group Development The five phases are typical for groups But, not all groups move directly from one to the next Groups develop their own structure Equal or unequal time in each phase New task/activity may cause group to repeat development phases Groups can regress and repeat phases Copyright c 2006 Oxford University Press