Communicating in Small Groups : Principles and Practices

by Beebe, Steven A.; Masterson, John

• ISBN13: 9780205449569
• ISBN10: 0205449565
• Edition: 8th
• Format: Paperback
• Copyright: 2006-01-01
• Publisher: Allyn & Bacon

Summary

Known for its wealth of relevant, practical, and up-to-date information,Communicating in Small Groupscontinues to provide a balance of principles and applications of group communication.With additional emphasis on teamwork, technology, and ethical collaboration,Communicating in Small Groups: Principles and Practiceshelps students enhance their performance in groups and teams while also giving them insight as to why group and team members communicate as they do.

Table of Contents

Preface	xvii
Acknowledgments	xxii
PART I: Foundations of Group and Team Communication	2	(76)
Introducing Group and Team Principles and Practices	2	(36)
What Is Small Group Communication?	3	(3)
Communication	4	(1)
A Small Group of People	5	(1)
Meeting with a Common Purpose	5	(1)
Feeling a Sense of Belonging	5	(1)
Exerting Influence	6	(1)
What about Teams?	6	(6)
Review	8	(1)
Characteristics of an Effective Team	9	(1)
Characteristics of Effective Team Members	10	(1)
Enhancing Team Effectiveness	11	(1)
What Are the Advantages and Disadvantages of Working in Groups and Teams?	12	(7)
Advantages	12	(2)
Disadvantages	14	(2)
Review	16	(1)
When Not To Collaborate	16	(1)
Me versus We	17	(2)
What Are the Different Types of Small Groups?	19	(3)
Primary Groups	19	(1)
Secondary Groups	19	(3)
What Is Virtual Small Group Communication?	22	(5)
Telephone Conferences	22	(1)
Electronic Mail (E-Mail)	22	(1)
Video Conferences	23	(1)
Cutting Edge Theory: Media Richness Theory	24	(1)
Electronic Meeting Systems	25	(1)
Web Pages	26	(1)
The Quality of Virtual Communication	26	(1)
How Can You Become a Competent Small Group Communicator?	27	(1)
The Essence of Communication Competence	27	(1)
The Nine Core Small Group Communication Competencies	28	(10)
Collaborating Ethically: What Would You Do?	30	(1)
Putting Principles Into Practice	31	(1)
Practice	32	(1)
Notes	33	(5)
Small Group Communication Theory	38	(20)
The Nature of Theory and the Theory-Building Process	39	(1)
Theory: A Practical Approach to Group Communication	40	(3)
Collaborating Ethically: What Would You Do?	41	(1)
Explanatory Function	41	(1)
Predictive Function	41	(2)
The Purpose of Communication in Small Groups: Making Sense	43	(2)
Complexity	44	(1)
Small Groups: More Complexity	44	(1)
Theoretical Perspectives for the Study of Group and Team Communication	45	(7)
Social Exchange Theory	45	(1)
Systems Theory	46	(2)
Symbolic Convergence Theory	48	(1)
Structuration Theory	49	(1)
Cutting Edge Theory: Structuration and the Exercise of Free Will	50	(1)
Functional Theory	50	(1)
Review	51	(1)
Virtual Communication	52	(1)
New Technologies and Small Group Communication Theory	52	(1)
Describing Elements of Group and Team Communication	53	(5)
Putting Principles Into Practice	55	(1)
Practice	56	(1)
Notes	56	(2)
Group Formation	58	(20)
Why Do People Join Groups?	59	(1)
Interpersonal Needs	60	(4)
Maslow's Theory	60	(1)
Schutz's Theory	61	(2)
Review	63	(1)
Individual Goals	64	(1)
Group and Team Goals	64	(2)
Establishing Mutuality of Concern	66	(5)
Collaborating Ethically: What Would You Do?	68	(1)
Interpersonal Attraction	68	(1)
Similarity	69	(1)
Complementarity	69	(1)
Proximity, Contact, and Interaction	69	(1)
Cutting Edge Theory: Mutuality of Concern	70	(1)
Physical Attractiveness	70	(1)
Group Attraction	71	(2)
Group Activities	71	(1)
Virtual Communication	72	(1)
Group Goals	72	(1)
Group Membership	73	(1)
Homogeneity and Diversity in Groups	73	(1)
Group Formation over Time	73	(5)
Review	74	(1)
Putting Principles Into Practice	75	(1)
Practice	76	(1)
Notes	77	(1)
PART II: Managing Group and Team Relationships	78	(126)
Relating to Others in Groups and Teams	78	(36)
Roles	79	(6)
Who Are You?	80	(1)
Self-Concept Development: Gender, Sexual Orientation, Culture, and Role	80	(2)
Diversity of Roles in Small Groups	82	(1)
Group Task Roles	83	(1)
Group-Building and Maintenance Roles	83	(1)
Individual Roles	84	(1)
Norms	85	(6)
Identifying Group Norms	86	(1)
How Do Norms Develop?	86	(1)
Cutting Edge Theory: Establishing Group Norms	87	(1)
Conforming to Group Norms	87	(2)
Collaborating Ethically: What Would You Do?	89	(1)
Establishing Ground Rules and a Mission Statement	89	(2)
Review	91	(1)
Status	91	(3)
Privileges Accorded to High-Status Group Members	91	(1)
Effects of Status Differences	92	(1)
Virtual Communication	93	(1)
Review	94	(1)
Observing Status Differences to Predict Group Dynamics	94	(1)
Power	94	(4)
Power Bases	95	(1)
Effects of Power on Group Process	96	(1)
Review	97	(1)
Power and Gender	97	(1)
Status and Power: A Cultural Footnote	97	(1)
Trust	98	(2)
Developing Trusting Relationships	98	(1)
Self-Disclosure	99	(1)
The Development of Group Relationships over Time	100	(1)
Review	101	(1)
Culture	101	(13)
Individualism and Collectivism	102	(1)
High-Context and Low-Context Cultures	102	(1)
High-Contact and Low-Contact Cultures	103	(2)
Gender and Communication	105	(1)
Conversational Style	105	(1)
Time	106	(1)
Putting Principles Into Practice	107	(2)
Practice	109	(2)
Notes	111	(3)
Improving Group Climate	114	(22)
Defensive Communication	116	(1)
Defensive and Supportive Climates	117	(4)
Evaluation versus Description	117	(1)
Control versus Problem Orientation	118	(1)
Strategy versus Spontaneity	118	(1)
Neutrality versus Empathy	118	(1)
Superiority versus Equality	118	(1)
Certainty versus Provisionalism	119	(1)
Collaborating Ethically: What Would You Do?	120	(1)
Review	120	(1)
Interpersonal Confirmation and Disconfirmation	121	(2)
Disconfirming Responses	121	(1)
Confirming Responses	122	(1)
Group Cohesiveness	123	(3)
Composition and Cohesiveness: Building a Team	123	(1)
Cutting Edge Theory: Cohesiveness and Productivity at Harley-Davidson	124	(1)
Individual Benefits and Cohesiveness	124	(1)
Task Effectiveness and Cohesiveness	125	(1)
Communication and Cohesiveness	125	(1)
Communication Networks	126	(2)
Virtual Communication	127	(1)
Group Size	128	(1)
Group Climate and Productivity	129	(7)
Putting Principles Into Practice	130	(1)
Practice	131	(2)
Notes	133	(3)
Enhancing Group and Team Communication Skills	136	(32)
Verbal Dynamics in the Small Group	137	(2)
Words as Barriers to Communication	137	(1)
Review	138	(1)
Listening	139	(4)
Types of Listening	139	(2)
Barriers to Effective Listening	141	(1)
A Guide to Active Listening	142	(1)
The Importance of Nonverbal Communication in Groups	143	(2)
More Time Is Spent Communicating Nonverbally Than Verbally	144	(1)
Emotions and Feelings Are Typically Expressed Nonverbally Rather Than Verbally	144	(1)
Nonverbal Messages Are Usually More Believable Than Verbal Messages	144	(1)
Applications of Nonverbal Communication Research to Groups and Teams	145	(9)
Posture, Movement, and Gestures	145	(2)
Review	147	(1)
Eye Contact	147	(1)
Review	148	(1)
Facial Expressions	148	(1)
Cutting Edge Theory: Nonverbal Virtual Communication	149	(1)
Vocal Cues	150	(1)
Territoriality and Personal Space	150	(2)
Review	152	(1)
Personal Appearance	152	(1)
Communication Environment	152	(1)
Review	153	(1)
Functions of Nonverbal Cues in Groups and Teams	154	(3)
Nonverbal Messages Influence Perceived Leadership	154	(1)
Nonverbal Messages Influence Persuasion Skills	154	(1)
Nonverbal Messages Help Synchronize Interaction	154	(1)
Nonverbal Messages Provide Information about Perceived Honesty or Dishonesty	154	(2)
Virtual Communication	156	(1)
Interpreting Nonverbal Communication	157	(11)
Review	159	(1)
Collaborating Ethically: What Would You Do?	160	(1)
Review	160	(1)
Putting Principles Into Practice	161	(2)
Practice	163	(1)
Notes	164	(4)
Managing Conflict	168	(36)
What Is Conflict?	169	(2)
Causes of Conflict	169	(1)
Misconceptions about Conflict	170	(1)
Types of Conflict	171	(3)
Pseudo-Conflict: When People Misunderstand One Another	171	(1)
Simple Conflict: When People Disagree about Issues	172	(1)
Ego Conflict: When Personalities Clash	173	(1)
Conflict and Diversity in Small Groups	174	(4)
Approaches to Conflict in Individualistic and Collectivistic Cultures	174	(1)
Review	175	(1)
Cutting Edge Theory: Managing Conflict in Diverse Groups	176	(1)
Approaches to Conflict in High-Context and Low-Context Cultures	176	(2)
Conflict Management Styles	178	(2)
Nonconfrontational Style	178	(1)
Controlling Style	179	(1)
Cooperative Style	179	(1)
Cooperative Conflict Management: Principles and Skills	180	(1)
Separate the People from the Problem	180	(1)
Focusing on Shared Interests	181	(1)
Generating Many Options to Solve Problems	181	(1)
Basing Decisions on Objective Criteria	181	(1)
When People Are Not Cooperative: Dealing with Difficult Group Members	181	(4)
Collaborating Ethically: What Would You Do?	183	(2)
Groupthink: Conflict Avoidance	185	(7)
Symptoms of Groupthink	186	(2)
Review	188	(1)
Suggestions for Reducing Groupthink	188	(2)
Virtual Communication	190	(2)
Review	192	(1)
Consensus: Reaching Agreement through Communication	192	(12)
The Nature of Consensus	192	(1)
Suggestions for Reaching Consensus	193	(4)
Review	197	(1)
Putting Principles Into Practice	198	(1)
Practice	199	(1)
Notes	200	(4)
PART III: Managing Group and Team Tasks	204	(134)
Preparing to Collaborate	204	(24)
Developing a Discussion Plan	205	(4)
Get Acquainted with Your Group Members	205	(1)
Cutting Edge Theory: Why Do We Share What We Know?	206	(1)
Clarify the Goals of the Group	207	(1)
Develop a Plan for Gathering Information and Analyzing Issues	207	(1)
Follow a Structured Agenda to Accomplish the Task	208	(1)
Use Critical-Thinking and Analysis Skills	208	(1)
Determine How to Present Your Information	208	(1)
Virtual Communication	209	(1)
Formulating Discussion Questions	209	(5)
Questions of Fact	210	(1)
Questions of Prediction	211	(1)
Questions of Value	211	(1)
Questions of Policy	212	(2)
Review	214	(1)
Using Electronic Resources and the Library	214	(2)
Using Logic and Reasoning	216	(2)
Inductive Reasoning	216	(1)
Deductive Reasoning	217	(1)
Causal Reasoning	217	(1)
Evaluating Evidence in Group Discussion	218	(2)
Facts	218	(1)
Examples	218	(1)
Opinions	219	(1)
Statistics	219	(1)
Evaluating Web Sources	219	(1)
Using Critical-Analysis Skills: Avoiding Reasoning Fallacies	220	(8)
Causal Fallacy	221	(1)
Either/Or Fallacy	221	(1)
Bandwagon Fallacy	221	(1)
Hasty Generalization	221	(1)
Attacking the Person	222	(1)
Red Herring	222	(1)
Collaborating Ethically: What Would You Do?	223	(1)
Putting Principles Into Practice	224	(1)
Practice	225	(1)
Notes	226	(2)
Making Decisions and Solving Problems	228	(28)
Group Decision Making: Choosing among Alternatives	229	(4)
Elements of Group Decision Making	229	(1)
Methods of Group Decision Making	230	(1)
Obstacles to Quality Group Decision Making	231	(1)
Review	232	(1)
Group Problem Solving: Overcoming Obstacles to Achieve a Goal	233	(2)
Problem Solving Defined	233	(1)
Review	234	(1)
Barriers to Group and Team Problem Solving	234	(1)
Collaborating Ethically: What Would You Do?	235	(1)
Three Approaches to Group Problem Solving	235	(13)
Descriptive Approach	236	(2)
Other Models of Group Problem Solving	238	(1)
Virtual Communication	239	(2)
Functional Approach	241	(1)
Review	242	(2)
Cutting Edge Theory: The Bona Fide Perspective on Groups	244	(3)
Review	247	(1)
Prescriptive Approach	247	(1)
Cultural Assumptions about Group Problem Solving and Decision Making	248	(8)
Putting Principles Into Practice	249	(1)
Practice	250	(3)
Notes	253	(3)
Using Problem-Solving Techniques	256	(30)
An Overview of Prescriptive Problem-Solving Strategies	257	(3)
The Origin of Prescriptive Problem-Solving Strategies	257	(1)
The Importance of Structuring Problem-Solving Discussion	258	(2)
Reflective Thinking: The Traditional Approach to Group Problem Solving	260	(14)
Step 1: Identify and Define the Problem	260	(1)
Collaborating Ethically: What Would You Do?	261	(1)
Tools for Defining the Problem	261	(2)
Step 2: Analyze the Problem	263	(1)
Tools for Analyzing a Problem	264	(3)
Virtual Communication	267	(1)
How to Establish Criteria	267	(1)
Step 3: Generate Several Possible Solutions	268	(1)
Step 4: Select the Best Solution or Combination of Solutions	268	(1)
Tools for Evaluating the Solutions	269	(1)
Step 5: Test and Implement the Solution	270	(1)
Tools for Implementing a Solution	270	(2)
How to Use Reflective Thinking in Your Group or Team	272	(2)
Question-Oriented Approaches to Problem Solving	274	(4)
Ideal-Solution Format	274	(1)
Single-Question Format	275	(1)
How to Use Question-Oriented Approaches in Your Group or Team	275	(1)
Cutting Edge Theory: Total Quality Management	276	(2)
Beyond Technique	278	(8)
Putting Principles Into Practice	279	(1)
Practice	279	(3)
Notes	282	(4)
Enhancing Creativity in Groups and Teams	286	(26)
What Is Creativity?	287	(1)
Why Study Creativity?	288	(1)
Myths about Creativity	289	(1)
Creativity Myth 1: Creativity Is a Mysterious Process That Can't Be Learned	289	(1)
Creativity Myth 2: Only a Few Gifted People Are Creative	289	(1)
Creativity Myth 3: Creativity Just Happens	289	(1)
Barriers to Group and Team Creativity	290	(1)
Premature Evaluation of Ideas	290	(1)
Poor Physical Surroundings	290	(1)
Too Many People	290	(1)
Poor Timing	290	(1)
Stinking Thinking	291	(1)
Principles of Group and Team Creativity	291	(2)
Appropriately Analyze and Define the Problem	291	(1)
Create a Climate of Freedom	292	(1)
Listen to Minority Points of View	292	(1)
Encourage People to See Things and Themselves Differently	292	(1)
Selectively Increase Group and Team Structure	293	(1)
Techniques for Enhancing Group and Team Creativity	293	(19)
Brainstorming	293	(1)
Traditional Brainstorming Steps	294	(1)
The Nominal-Group Technique	295	(2)
Collaborating Ethically: What Would You Do?	297	(1)
The Delphi Technique	297	(1)
Cutting Edge Theory: Cognitive Stimulation and Creativity	298	(1)
Electronic Brainstorming	298	(2)
Virtual Communication	300	(1)
The Affinity Technique	300	(1)
Review	301	(1)
How to Use Brainstorming in Your Group or Team	302	(1)
Review	303	(1)
Putting Principles Into Practice	304	(1)
Practice	305	(4)
Notes	309	(3)
Leadership	312	(26)
What Is Leadership?	313	(1)
Trait Perspective: Characteristics of Effective Leaders	314	(1)
Functional Perspective: Group Needs and Roles	314	(5)
Task Leadership	314	(2)
Process Leadership	316	(3)
Situational Perspective: Adapting Style to Context	319	(6)
Leadership Style	319	(3)
Hersey and Blanchard's Situational Model	322	(1)
Virtual Communication	323	(2)
Some Observations on the Situational Approach to Leadership	325	(1)
Review	325	(1)
Transformational Leadership	325	(1)
Emergent Leadership in Small Groups	326	(4)
The Minnesota Studies	326	(1)
Collaborating Ethically: What Would You Do?	327	(1)
Cutting Edge Theory: Leadership and Gender	328	(1)
Leadership and Gender	329	(1)
Leadership Training	330	(8)
Putting Principles Into Practice	331	(1)
Practice	332	(4)
Notes	336	(2)
Appendix A Principles and Practices for Effective Meetings	338	(10)
Giving Meetings Structure	339	(3)
Determine the Meeting Goal(s)	339	(1)
Identify Items That Need to Be Discussed to Achieve the Goal	340	(1)
Organize the Agenda Items to Achieve the Goal	340	(1)
Review	340	(2)
Review	342	(1)
Becoming a Meeting Facilitator: Managing Group and Team Interaction	342	(2)
Be a Gatekeeper	343	(1)
Focus on the Goal	343	(1)
Monitor Time	343	(1)
Structure Interaction	343	(1)
Review	344	(1)
How to Lead Meetings	344	(1)
How to Participate in Meetings	345	(3)
Review	346	(1)
Putting Principles Into Practice	347	(1)
Notes	347	(1)
Appendix B Principles and Practices for Communicating to an Audience	348	(8)
Panel Discussions	348	(1)
Symposium Presentations	349	(1)
Forum Presentations	349	(1)
Review	350	(1)
Planning What to Say to an Audience	350	(2)
Analyze Your Audience	350	(1)
Have a Clear Objective	351	(1)
Identify Your Major Ideas	351	(1)
Support Your Major Ideas	351	(1)
Organize Your Ideas	351	(1)
Presenting Information to an Audience	352	(4)
Select Your Method of Delivery	352	(1)
Use Effective Delivery Skills	353	(1)
Consider Using Visual Aids	353	(1)
Using Computer-Generated Graphics	354	(1)
Notes	355	(1)
Glossary	356	(8)
Credits	364	(1)
Index	365