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

2. 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

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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. 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

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

33. 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

34. 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

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

36. 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