Title page
Copyright
Dedication
Brief Contents
Contents
Preface
1 Communication Competence in Groups
Myths about Communication
Myth 1: Communication Is a Cure-All
Myth 2: Communication Can Break Down
Myth 3: Effective Communication Is Merely Skill Building
Myth 4: Effective Communication Is Just Common Sense
Communication Defined
Communication as Transactional: Mutually Influential
Communication as a Process: The Continuous Flow
Communication as Sharing Meaning: Making Sense
Verbal Communication: Telling It Like It Isnโt
Nonverbal Communication: Wordless Meaning
Communication Competence
Effectiveness: Achieving Goals
A Matter of Degree: From Deficiency to Proficiency
We (Not Me) Oriented: Primacy of Groups
Appropriateness: Following the Rules
Rule Violations: Consequential Effects
Rule Changes: No Sacrosanct Rules
Intercultural Challenges: Individualism-Collectivism
Achieving Communication Competence
Knowledge: Learning the Rules
Skills: Showing, Not Just Knowing
Sensitivity: Receptive Accuracy
Commitment: A Passion for Excellence
Ethics: The Right and Wrong of Communication
Definition of a Group
Groups: More than People Standing at a Bus Stop
Interpersonal Communication and Public Speaking: Ungroups
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
2 Groups as Systems
Interconnectedness of Parts
Ripple Effect: A Chain Reaction
Synergy: One Plus One Equals a Ton
Negative Synergy: Results Beyond Bad
Adaptability to a Changing Environment
Dynamic Equilibrium: Managing Stability and Change
Dealing with Difficult Group Members: Bad Apple Spoilage
Boundary Control: Regulating Input
Communication Methods of Boundary Control: Erecting Barriers
Physical Barriers: Protecting Group Space
Psychological Barriers: Member in Name Only
Linguistic Barriers: Having to Speak the Language
Rules: Permission Not Granted
Roles: Staying in Bounds
Networks: Controlling Information and Interaction Flow
Open and Closed Systems: Setting Effective Boundaries
Influence of Size
Group Size and Complexity
Quantitative Complexity: Exponentially Complicated
Complexity and Group Transactions: Size Matters
An Organization: A Group of Groups
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
3 Group Development
Primary Dimensions of Groups
Task and Social Dimensions: Working and Relating
Building Cohesiveness: Bringing Us Together
Encourage Compatible Membership
Develop Shared Goals
Accomplish Tasks
Develop a Positive History of Cooperation
Promote Acceptance of Group Members
Periodic Phases of Group Development
Forming: Gathering Members
Reasons We Join Groups: Motivation
Member Diversity: The Benefits and Challenges of Difference
Storming: Feeling the Tension
Primary Tension: Initial Uneasiness
Secondary Tension: Later Stress and Strain
Norming: Regulating the Group
Types of Norms: Explicit and Implicit
Sources of Norms: Without and Within the Group
Degree of Conformity: Strength of Group Pressure
Why We Conform: Fitting In
Conditions for Conformity: When We Bow to Group Pressure
Addressing Nonconformity: When Groups Get Tough
Performing: Group Output
Motivation to Perform: Social Loafing and Social Compensation
When Groups Outperform Individuals: Three Heads Are Better Than One
When Individuals Outperform Groups: No Group Magic
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
4 Developing the Group Climate
Positivity versus Negativity
Negativity Bias: Agile, Funny, Smart, Friendly, but Unethical
The Magic Ratio: Emphasizing the Positive
Competition and Cooperation
Definitions: Conceptual Clarity
Competition: Winners Take All
Cooperation: Winners All
Individual Achievement: Going It Alone
Hypercompetitiveness: Winning Is Everything
Constructive Competition: Tempering Hypercompetitiveness
Culture and Hypercompetitiveness: Different Values
Cooperative Group Climates: Cultivating Positivity
Communication and Group Climate
Defensive and Supportive Communication: Shaping Climates
Criticism versus Description
Control versus Problem Orientation
Manipulation versus Assertiveness
Indifference versus Empathy
Superiority versus Equality
Certainty versus Provisionalism
Incivility versus Civility
Listening: Enhancing Positivity
Shift Response versus Support Response: Focusing on Me or Thee
Competitive Interrupting: Seizing the Floor
Ambushing: Preparing Rebuttals
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
5 Roles in Groups
Influence of Roles
Role Status: Playing by Hierarchical Rules
Role Conflict: Torn between Two Roles
Role Reversal: When Students Become Teachers
Types of Roles
Task Roles: Focusing on Maximum Productivity
Maintenance Roles: Focusing on Cohesiveness
Disruptive Roles: Focusing on Self
Role Emergence
Group Endorsement: Accepting a Bid
Role Specialization: Settling into Oneโs Primary Role
Role Adaptability
Role Flexibility: Adapting to Context
Role Fixation: Failure to Adapt
Newcomers and System Disturbance
Nature of the Group: The Challenge of Acceptance
Group Socialization: Mutual Adaptation to Change
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
6 Group Leadership
Definition of Leadership
Leadership and Followership: Letโs Dance
Leader and Manager: Different Types of Influence
Leadership Emergence
How Not to Become a Leader: The Thou Shalt Nots
General Emergence Pattern: Process of Elimination
Additional Factors: Implicit Theories of Leadership
Perspectives on Effective Leadership
Traits Perspective: The Born Leader View
Styles Perspective: One Style Doesnโt Fit All
Situational Perspective: Matching Styles with Circumstances
Distributive Leadership: Sharing Functions
Ethical Leadership: Serving Group Members
Culture and Leadership: Are There Universal Theories?
Communication Competence Perspective: The Overarching View
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
7 Developing Effective Teams
Standard Groups versus Teams
Distinctions: The Foremost Four
Level of Cooperation: The Working Together Imperative
Diversity of Skills: Look for Complementarity
Group Identity: Operating as a Unit
Time and Resources: Commitment to the Team
Definition of a Team: A Special Kind of Group
Team Members
Team Slayers: Membersโ Bad Attitudes and Bad Behavior
Egocentrism: Me-Deep in Omnipotence
Cynicism: Communicating a Canโt-Do Attitude
Verbal/Nonverbal Abuse: Bad Behavior Kills Teams
Team Builders: Choosing and Developing Team Members
Experience and Problem-Solving Abilities: Core Competencies
Communication Training: Developing Membersโ Competence
Building Teamwork
Developing Team Goals: The Four Cs
Clear Goals: Everyone on the Same Page
Cooperative Goals: Interdependent Challenges
Challenging Goals: Denting the Universe
Commitment to Goals: A Passion to Succeed
Developing a Team Identity: Unifying Members
Symbolic Convergence: Communicating Fantasy Themes
Solidarity Symbols: Unifying Nonverbally
Team Talk: The Language of We
Designating Roles: Room for One Quarterback
Team Empowerment: Enhancing Membersโ Capabilities
Definition of Empowerment: Four Dimensions
Hierarchical Organizations: The Enemy of Team Empowerment
Self-Managing Work Teams: The IDEO Model
Impediments to Team Empowerment: No Buy-In
Establishing Individual Accountability: Providing Feedback
Competent Team Leadership
Nurturing Empowerment: A Shared Responsibility
Requiring a Cooperative Environment: Killing Fear and Ego
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
8 Defective Decision Making and Problem Solving
Information Overload
Scope of the Problem: The Information Avalanche
Consequences: The Downside of Information
Critical Thinking Impairment: Separating Wheat from Chaff
Indecisiveness: Conclusion Irresolution
Inattention: Difficulty Concentrating
Diminished Creativity: Thwarting Showerthoughts
Coping with Information Overload: Wrestling the Beast
Screen Information: Separating the Useful from the Useless
Shut Down Technology: Hitting the Off Switch
Become Selective: On a Need-to-Know Basis
Limit the Search: When Enough Is Enough
Discern Patterns: Recognizing Irrelevant Information
Focus: Donโt Multitask
Information Underload
Mindsets: Critical Thinking Frozen Solid
Confirmation Bias: One-Sided Information Searches
The Problem: Poor Decisions and Solutions
Combating Confirmation Bias: A Plan
False Dichotomies: EitherโOr Thinking
Collective Inferential Error: Uncritical Thinking
Prevalence of the Problem: Itโs a Group Thing
Sources of Inferential Errors: Distortions and Correlations
Unrepresentativeness: Distorting the Facts
Correlation Inferred as Causation: Covariation
Error Correction: Practicing Critical Thinking
Group Polarization: Extremely Uncritical Thinking
Polarization: From Gambling to Guarded
Why Groups Polarize: Comparison and Persuasion
Combating Group Polarization: Necessary Steps
Groupthink: Critical Thinking in Suspended Animation
Conditions: Excessive Cohesiveness and Concurrence Seeking
Identification of Groupthink: Main Symptoms
Overestimation of Groupโs Power and Morality: Arrogance
Closed-Mindedness: Clinging to Assumptions
Pressures toward Uniformity: Presenting a United Front
Preventing Groupthink: Promoting Vigilance
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
9 Effective Decision Making and Problem Solving
Group Discussion Functions and Procedures
Phases and Functions: General Considerations
Multiple Sequence Model: Phases of Decision Making
Functional Perspective: Being Systematic
The Standard Agenda: Structuring Group Discussion
Problem Identification: Whatโs the Question?
Problem Analysis: Causes and Effects
Solution Criteria: Setting Standards
Solution Suggestions: Generating Alternatives
Solution Evaluation and Selection: Deciding by Criteria
Solution Implementation: Follow-Through
Decision-Making Rules: Majority, Minority, and Unanimity
Majority Rule: Tyrannical or Practical
Minority Rule: Several Types
Unanimity Rule: Consensus
Critical Thinking and Effective Decision Making
Gathering Information: Accumulating Input
Evaluating Information: Countering โTruth Decayโ
Credibility: Is It Believable?
Currency: Is It Up to Date?
Relevance: Looking for Logical Connections
Representativeness: Reflecting the Facts
Sufficiency: When Enough Really Is Enough
Participation
Cultural Diversity: Is Silence Golden?
Increasing Participation: Constructive Engagement
Conducting Effective Meetings
Group Meetings: The Good, the Bad, and the Ugly
Responsibilities of Chairs and Members: Guiding Discussion
Creative Problem Solving
General Overview: The Creative Process
Creative Techniques: Systematic Procedures
Brainstorming and Nominal Group Techniques: Generating Lots of Ideas
Framing/Reframing: Itโs All in the Wording
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
10 Power in Groups
The Nature of Power
Forms of Power: Dominance, Prevention, and Empowerment
Communication Indicators of Power
General Indicators: Defining, Following, and Inhibiting
Verbal Indicators: Language Choices
Nonverbal Indicators: Silent Exercise of Power
Power Resources: The Raw Materials of Influence
Information: Good and Plenty
Expertise: Information Plus Know-How
Legitimate Authority: You Will Obey
Rewards and Punishments: Pleasure and Pain
Personal Qualities: A Powerful Persona
Consequences of Power Imbalances
Bias against Women and Ethnic Minorities: Leadership Gap
Workplace Bullying: Blatant Aggression
Power Distance: Cultural Variation
General Description: Horizontal and Vertical Cultures
Communication Differences: With Whom May You Communicate?
Balancing Power
Defiance: Digging in Your Heels
Resistance: Dragging Your Feet
Sluggish Effort: How Slow Can You Go? 250
Strategic Stupidity: Smart People Playing Dumb
Loss of Motor Function: Conscious Carelessness
The Misunderstanding Mirage: Confusion Illusion
Selective Amnesia: Fake Forgetfulness
Tactical Tardiness: Late by Design
Purposeful Procrastination: Deliberate Delays
Alliances: Forming Coalitions
Developing Empowerment: Exercising Positive Power
Developing Assertiveness: Neither Doormat nor Boot Wiper
Increasing Personal Power Resources: Expanding Choices
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
11 Conflict Management and Negotiation
Nature of Conflict
Definition: Incompatible, Interconnected Struggle
Benefits of Conflict: Dissent Can Be Productive
Destructive and Constructive Conflict: Differences
Styles of Conflict Management
Collaborating: Problem Solving
Confrontation: Directly Addressing the Problem
Integration: Seeking Joint Gains
Smoothing: Calming Troubled Waters
Accommodating: Yielding
Compromising: Halving the Loaf
Avoiding: Withdrawing
Competing: Power-Forcing
Comparing Styles: Likelihood of Success
Situational Factors
Types of Conflict: Task, Relationship, and Value
Task Conflict: Routine or Nonroutine
Relationship Conflict: Itโs Personal
Values Conflict: Deeply Felt Struggles
Culture and Conflict: Communication Differences
Negotiation Strategies
Positional Bargaining: Hard and Soft Negotiating
Principled Negotiation: Interest-Based Bargaining
The Four Principles: Appropriate Rules
Remaining Unconditionally Constructive: Sound Judgment
The BATNA: Best Alternative to a Negotiated Agreement
Anger Management
Constructive and Destructive Anger: Intensity and Duration
Managing Your Own Anger: Taking Control
Managing the Anger of Others: Communication Jujitsu
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
12 Virtual Groups and Social Media
Technological Virtual Group Options
Text Messaging: Typing Gone High Tech
Audioconferencing: Voice-Only Technology
Videoconferencing: Sight and Sound
Benefits and Challenges of Virtual Groups
Time and Space: The Death of Distance
Decision Making: Quality of the Output
Decision-Making Delays: Increased Frustration
Social Relationships: Developing Personal Connections
Power Differences: Prominence of Status Cues
Conflict: Constructive and Destructive
Improving Virtual Group Effectiveness
General Factors: Getting Set for Success
Team Identification: Connecting
Media Richness: The Lean and Meaty Theory
Media Synchronicity: Extending MRT
Specific Suggestions: Unique Advice
Choosing Media: Richness and Synchronicity
Conducting Virtual Meetings: Special Challenges
QUESTIONS FOR CRITICAL THINKERS
VIDEO CASE STUDIES
Appendix A: Group Oral Presentations
Appendix B: Critical Thinking Revisited: Arguments and Fallacies
Glossary
References
Index
