Ch. 10: Communication in Groups and Teams

1. Why are groups and teams becoming increasingly popular

2. How do groups and teams differ?3. What are the potential strengths of group discussion?4. What are the potential limits of group discussion?5. Do groups need single leaders?6. How can conflict enhance work in groups and teams?7. How does communication shape group and team

climate?

Team 團隊的圖像

Communication inGroups and Teams

• Work together, or On your own?– Research found sound reasons for both– Groups (vs. Individuals)

• More time to reach decisions• Superior decisions• Stimulates creativity, may suppress individuals

Groups in Daily Lives

• Social groups– Provides stimulation of conversation and

recreation– Relaxed, informal, more interpersonal

• Personal growth groups– Enable people to deal with issues in

supportive context

• Task groups– To solve problems, achieve goals

Defining Groups & Teams

• A Group– People interact – People are interdependent– Have a common goal– Share some rules of conduct

• A Team– A special kind of group

1. Different & complementary resources of members

2. A strong sense of collective identity; greater interdependence

Six Kinds of Group inBusiness and Civic Life (pp. 258-261)

• Project teams 工作團隊• Focus group 焦點團體• Brainstorming groups 腦力激盪小組• Advisory Groups 顧問團 ;諮詢小組• Quality circles 改進小組 ;策進小組• Decision making groups 決策小組

Rules for Brainstorming

• Do not evaluate ideas; no criticism.

• Record ideas so everyone can see them.

• Quantity; the more ideas, the better.

• Build on ideas; extension.

• Encourage creativity.

Agenda for Problem-solving (or Decision-making)

• Phase 1: Define the problem• Phase 2: Analyze information relevant to the problem• Phase 3: Generate criteria for assess solutions• Phase 4: Identify potential solutions• Phase 5: Select the best solution• Phase 6: Implement the solution (or recommend it)• Phase 7: Develop an action plan to monitor the

effectiveness of the solution

p. 262 (Figure 10.2)

Potential Limitation &Strength of Groups

• Limitations– Time needed– Conformity pressure

• Majority opinion different from minority• One extremely charismatic member

• Strengths– Greater resources– More thorough thought– Heightened creativity– Enhanced commitment to decisions– (Synergy):

• Special energy that enlarges efforts, talents…of individuals• Total effects more than the sum of individual effects

Features of Small Groups (5 features)

• Cohesion: closeness, spirit among member, – Cohesion grows out of communication.– 3 ways to promote cohesion

• Emphasize shared goals; reinforce group identity• Highlight similarity among members• Be responsive so all member feel valued

– Excessive cohesion →Groupthink (ceased critical thinking)

• Group size– Size affects amount and quality of communication– Larger vs. smaller groups– Five-seven, optimal (most researchers agree)

Features of Small Groups

• Power structure– Power over: emphasizing status– Power to: empowering others; fostering win-win– Distributed power structure vs. Hierarchical– Social climbing: trying to increase personal status by

winning approval of higher-status member

• Interaction pattern– Centralized vs. Decentralized patterns– Proxemics: communication relevant to space

• Group norms

Challenges (1) (3 challenges)

• Participating constructively– Four types of communication in groups (p. 269)

• Task communication• Procedural communication• Climate communication• Egocentric communication (dysfunctional)

Challenges (2)

• Providing leadership– Leadership is born, or made? (research found

no coherent leader traits)– Leadership, Not leader– Establish good working climate, organize

group processes, ensure substantive discussion, and control disruptive members

Challenges (3)

• Managing conflict constructively– Conflict is natural, can be productive (Ch. 3)– Disruptive (vs. Constructive conflict)

• Competitive tone• Self-interested focus• Personal attack

– Constructive• Respect for diverse opinions• Emphasize shared goals• Cooperative focus, open climate

Ch.11: Focus Questions1. What is organizational culture?2. How important is it to be involved in the

informal networks of organizations?3. How do rituals and routines affect life in

organizations?4. What are the risks of forming personal

relationships with co-workers?5. What challenges face organizations and

members of them in this era?

Features of Organizational Communication

• Structure– Organization means “structure.” (loose or rigid)– Hierarchy (levels of power and status)

• Networks– Communication occurs in networks.– Relationships– ad hoc network: in response to specific issues

• Links to external environment– Contexts (multiple and connected)

Communication in Organizations

• Organization Culture– Ways of thinking, acting, and viewing work– Shared by members– Reflecting identity

• Four Communication Practices (next few slides)

– Vocabulary– Stories– Rites & Rituals– Structures

Vocabulary• The language of an organization reflects

and expresses its history, norms, values, identity.

• Hierarchical language– Distinguishes levels of status– Eg., military, school,…

• Masculine language– More typical of men than women (HP

菲奧莉娜 故事)– Words & phrases taken from sports, military…

Stories• Storytelling to weave coherent narratives and to

create meaning, and to sustain organizational cultures

• Corporate stories– Convey values, style, and history of an organization

• Personal stories– How people see themselves, and to be seen by

others

• Collegial stories– Personal accounts of other members

Rites and Rituals

• Verbal and nonverbal practices– Rites: Sets of activities that bring together aspects of

ideology in a single event (dramatic and planned)(如表揚大會 )

– Rituals: Forms of communications that occur regularly; perceived familiar and routine

• Difference– Rituals don’t necessarily bring together a number of

aspects of organizational ideology into a single event– Rituals are repeated communication performance

Rites

• Rites of passage– Artwork in larger office,

special handshake

• Rites of integration– Holiday parties,

graduation ceremonies

• Rites of blaming or praising– Military, Tenure in

college

• Rites of recognition– Honors of

achievement

• Rites of managing change– Training workshops;

office rearrangement

• Rites of resolving conflicts– Voting, meditation

Rituals• Personal rituals

– Individual routines; delivering staff mail in person

• Social rituals– Company dinning room for informal interaction,

tea break– E-mail chatting

• Task rituals– Police officer’s routine questions– Sales presentations

連鎖磚接力

<01:00> 沒連好會出問題！

Structures• Organizing relationships and interactions• Roles

– Responsibilities and behaviors of specific position• Rules

– Constitutive and regulative rules• Policies

– Formal statements of practices; mission statement• Communication networks

– Formal & informal; job description and organization chart

– Grapevine: Communication outside the formal channels

Challenges for Communication in Organizations

• Adapting to diverse needs, situations, and people

• Moving in and out of teams– Participating in variety teams

• Managing personal relationships on the job– Personal vs. professional– Romantic relationships