Beruflich Dokumente
Kultur Dokumente
Behavioural scientists
and management theorists have attempted to discern patterns in group communication and
prescribe methods of increasing communication effectiveness for years. Although the merging of
diverse cultures around the world makes this an ever-evolving topic, there are a number of elements
that have been proven to encourage effective group communication processes
Groups, or work teams, can accomplish great things in small and large businesses alike. A group's
overall effectiveness, however, hinges to a great extent on the effectiveness of the participants'
communication abilities. Without positive flows of communication, misunderstandings can occur
between groups, creating a fractious work environment. Without clear communication between
group leaders and workers, productivity can slow as workers struggle to understand their specific job
functions.
Communication styles can vary according to group dynamics. Geographically dispersed groups
connected via the Internet, for example, are likely to communicate much differently than individuals
who work in the same room with each other every day. Whatever the setting, the way groups
communicate in your company can directly influence the success of your strategic goals.
There are few of the group communication theories which goes as under :
In any group discussion, members deal simultaneous with both task and interpersonal
obstacles
Group rewards are positive (a successful event is a task reward, the fun involved in planning
it the interpersonal reward) or negative (if rewards are negative the group may find it more
difficult next time)
Synergy is the effort expended by the group in solving tasks (effective synergy) and dealing
with interpersonal obstacles (intrinsic synergy)
Tries to identify the kinds of things groups must address to become more effective
(2) Groups then gather and evaluate information about the problem
(3) Next, groups generate alternative proposals and discusses objectives to be accomplished
(4) Objectives and alternatives are evaluated in order to reach consensus (exploration of
positive and negative outcomes)
3 GROUPTHINK THEORY
Irving Janis (pg. 286)
Groupthink is a mode of thinking that people engage in when they are deeply involved in a
cohesive in-group, when the members strivings for unanimity override their motivation to
realistically appraise alternative courses of action
Consensus-seeking tendency of close-knit groups can cause them to make inferior decisions
groups are often highly selective in the way they handle information
o Watergate
o Regan's Iran-Contra arms deals
o illusion of invulnerability
o collective rationalization
o out-group sterotypes
o self-censorship
o illusion of unanimity
o breaking into subgroups that work on the same issues, reporting back and
comparing notes
Bale proposes a number of categories for interaction, grouped into four broad sets
Note how the first two sets correspond to the last two sets, these pair together, giving
information is paired to asking for information
One way for group to release tension is dramatize (tell stories), called fantasy themes, which
helps build common identity
o task leader - facilitates and coordinates task related comments, focuses energy on
getting the task done
The perception of an individuals position within the group is a function of three dimensions
o dominant vs submissive
o friendly vs unfriendly
o instrumental vs emotional
Interacts are classified according to content (the message) and the relationship
dimension (non-verbal manner of the message)
Groups are systems, bound by a definable context with which the members interact
6 STRUCTURATION THEORY
Anthony Giddens (pg. 294)
Groups act according to rules to achieve goals and create structures that come back to affect
future actions
Examples of structures
o communication networks
Structures can mediate each other - the production of one structure is accomplished by
creating another
Structures can contradict each other - the production of a structure requires another
structure to be produced which undermines the first
Outside factors influence group actions (such as task type - what the group has been given
to do)
In time, a group definition of each person and the whole group emerges (microstructuration)
- a process which continually repeats
Groups can follow a wide variety of paths coming to a decision, based on contingencies
o solution-orientated
o task-process track - dealing with the task, e.g. problem analysis, designing solutions
o topic-focus track - a series of issues or concerns the group have over time
Groups process down the tracks, switching between them, and breakpoints (transitions)
occur
Breakpoints signal key points in the development of the groups decision making process