Chapter 8: Communicating in Groups Most researchers define a small group as having at least three and no more than twelve or fifteen members. A group needs to have at least three members, otherwise it would simply be a dyad. With three members, coalitions can be formed and some kind of organization is present. Too large of a group (more than twelve or fifteen members) inhibits the group members' ability to communicate with everyone else in the group.

Interaction and Goals A group's members must be able to communicate freely and openly with all of the other members of the group. Groups will develop norms about discussion and group members will develop roles which will affect the group's interaction. A group must have a common purpose or goal and they must work together to achieve that goal. The goal brings the group together and holds it together through conflict and tension.

Types of Small Groups Social Groups While all groups will have both social and task dimensions, some groups are predominantly social in their orientation. Examples of these groups would be families and social clubs. These groups provide for our safety and solidarity needs and they help us develop self-esteem. Work Groups Work groups function to complete a particular task. In a work group, the task dimension is emphasized. The group members pool their expertise to accomplish the task. Contrived or Emergent Groups Some groups form spontaneously, such as a group of friends. Other groups are contrived, that is, they are formed for a specific purpose. Organized clubs, social groups, or committees are contrived groups.

Small Group Development Forming In the forming stage, group members learn about each other and the task at hand. Storming As group members become more comfortable with each other, they will engage each other in arguments and vie for status in the group. These activities mark the storming phase. Norming During the norming stage, group members establish implicit or explicit rules about how they will achieve their goal. They address the types of communication that will or will not help with the task. Performing In the performing stage, groups reach a conclusion and implement the conclusion. Adjourning As the group project ends, the group disbands in the adjournment phase.

Communication Networks Link members of an organization in formal and informal ways. In most organizations people belong to multiple networks: formal and personal relationships. Overlaps occur to ensure that we will communicate in various ways to many people in the organization. Many people are now members of virtual networks (20% in 2005; will be 40% by 2020): allows communication from home or anywhere. New technologies like laptops, PDA’s, smart phones allow this. Results show that telecommuting raises the productivity and morale of employees and saves the organization money: the cost of office space. Virtual teams are becoming more common in the workplace too: more decision making and problem solving via email, text message, video and online conferencing, etc.

Communication Networks Formal networks are defined through job descriptions and organizational charts. They provide order, show vertical and horizontal communication, what mediums to use, and when communication can occur. Informal networks are friendships, rivalries, and casual conversations. Much information can be passed along or obtained through the Grapevine ( communication outside of formal channels). Although details are sometimes lost in the Grapevine studies show information is accurate 75% to 90% of the time. Be careful that too many details are not lost through this network.

Why do people join a group? Interpersonal Needs Inclusion is the need to establish identity with others. Control is the need to exercise leadership and prove one's abilities. Groups provide outlets for this need. Some individuals do not want to be a leader. For them, groups provide the necessary control over aspects of their lives. Affection is the need to develop relationships with people. Groups are an excellent way to make friends and establish relationships. Support and Commitment A group may be more willing to take on a large project than would an individual. In addition to its increased ability to perform work, the group can provide encouragement and support to its members while working on a big project.

Groupthink Conditions: Groupthink occurs when groups are highly cohesive and when they are under considerable pressure to make a quality decision. Symptoms Some symptoms of groupthink are: Having an illusion of invulnerability Rationalizing poor decisions Believing in the group's morality Sharing stereotypes which guide the decision Exercising direct pressure on others Not expressing your true feelings

Roles in Groups Task-Oriented Roles Initiator-contributor: Generates new ideas. Information-seeker: Asks for information about the task. Opinion-seeker: Asks for the input from the group about its values. Information-giver: Offers facts or generalization to the group. Opinion-giver: States his or her beliefs about a group issue. Elaborator: Explains ideas within the group, offers examples to clarify ideas. Coordinator: Shows the relationships between ideas. Orienter: Shifts the direction of the group's discussion. Evaluator-critic: Measures group's actions against some objective standard. Energizer: Stimulates the group to a higher level of activity. Procedural-technician: Performs logistical functions for the group. Recorder: Keeps a record of group actions.

Roles in Groups Social Roles Encourager: Praises the ideas of others. Harmonizer: Mediates differences between group members. Compromiser: Moves group to another position that is favored by all group members. Gatekeeper/expediter: Keeps communication channels open. Standard Setter: Suggests standards or criteria for the group to achieve. Group observer: Keeps records of group activities and uses this information to offer feedback to the group. Follower: Goes along with the group and accepts the group's ideas.

Anti-group roles Aggressor: Attacks other group members, deflates the status of others, and other aggressive behavior. Blocker: Resists movement by the group. Recognition seeker: Calls attention to himself or herself. Self-confessor: Seeks to disclose nongroup related feelings or opinions. Dominator: Asserts control over the group by manipulating the other group members. Help seeker: Tries to gain the sympathy of the group. Special interest pleader: Uses stereotypes to assert his or her own prejudices.

Identifying Conflict The first step in managing conflict is to identify the conflict. Do the group members know that a conflict exists? Are the group members arguing over competing goals? Are scarce resources at stake? Are the group members dependent on each other to solve the conflict?

Supportive Climate Instead, groups should foster a supportive climate, marked by these traits: Description: presenting ideas or opinions. Problem orientation: focusing attention on the task Spontaneity: communicating openly and honestly Empathy: understanding another person's thoughts Equality: asking for opinions. Provisionalism: expressing a willingness to listen other the ideas of others.

Leadership Autocratic: Leader uses his or her authority to make decisions. Democratic: Authority is shared and all group members help make decisions. Laissez-faire: A "hands-off" style in which the leader allows the group to make its own decisions. Abdacratic: No one in the group exercises leadership. This style, says researchers, leads to group disintegration and is followed by autocratic leadership. Contextual: This approach says that leaders are to some degree born with leadership traits, but that the situation, personalities of other group members, pressures on the group, and group norms also determine leadership.