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In Mixed Company : Communicating in Small Groups and Teams,9780155070004

In Mixed Company : Communicating in Small Groups and Teams

by
Edition:
4th
ISBN13:

9780155070004

ISBN10:
0155070002
Format:
Paperback
Pub. Date:
7/17/2000
Publisher(s):
Wadsworth Publishing
List Price: $61.00

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Table of Contents

Preface iii
Communication Competence
1(24)
Myths About Communication
4(2)
Myth 1: Communication Is a Panacea
5(1)
Myth 2: Communication Can Break Down
5(1)
Myth 3: Communication Is Merely Skill Building
5(1)
Communication Defined
6(3)
Communication Is Transactional
6(2)
Communication Is a Process
8(1)
Communication Is Sharing Meaning
8(1)
Communication Competence
9(16)
Competence Defined
10(1)
Matter of Degree
10(1)
We-not-Me Oriented
10(1)
Focus on Culture: Individualism versus Collectivism: A Basic Cultural Difference
11(3)
Effectiveness
14(1)
Appropriateness
14(2)
Elements of Competence
16(1)
Knowledge
16(1)
Skills
17(1)
Sensitivity
17(1)
Commitment
18(1)
Ethics
18(2)
Focus on Gender: Gender and Communication Competence
20(5)
Groups as Systems
25(24)
Interconnectedness of Parts
26(6)
Ripple Effect
27(2)
Synergy
29(3)
Adaptability to Change
32(8)
Openness and Change
32(1)
Openness and Boundaries
33(1)
Methods of Boundary Control
33(2)
Closer Look: Bound and Gagged: Cult Boundary Control
35(3)
Boundaries and Group Effectiveness
38(2)
Influence of Size
40(7)
Group Size and Complexity
40(1)
Quantitative Complexity
40(1)
Complexity and Group Transactions
41(2)
Groups versus Organizations
43(2)
Closer Look: The Beatles as a System
45(2)
Definition of a Small Group
47(2)
Group Development
49(32)
Task and Social Dimensions
51(2)
Closer Look: The Case of ``Hormones with Feet''
52(1)
Periodic Phases of Group Development
53(24)
Forming: Why We Join Groups
54(1)
Interpersonal Attraction
54(1)
Attraction to Group Activities
55(1)
Attraction to Group Goals
55(1)
Establishment of Meaning and Identity
55(1)
Fulfillment of Unrelated Needs
56(1)
Storming: Tension in Groups
57(1)
Primary Tension
58(1)
Secondary Tension
59(2)
Norming: Regulating the Group
61(1)
Types of Norms
61(1)
Purpose and Development of Norms
61(1)
Conforming to Norms
62(1)
Conditions for Conformity to Norms
63(1)
Closer Look: High School Cliques: A Lesson in Conformity
64(1)
Closer Look: Hazing Rituals
65(3)
Nonconformity
68(1)
Performing: Group Output
69(1)
Individual versus Group Performance
70(3)
Closer Look: Social Loafing: Sapping a Group's Vitality
73(2)
Risk-taking and Polarization
75(2)
Newcomers and Group Development
77(4)
Nature of Group
77(1)
Newcomer Strategies
78(1)
Focus on Gender/Culture: Gender/Ethnicity and Group Development
79(2)
Developing the Group Climate
81(36)
Competitive Versus Cooperative Climates
83(13)
Definitions
83(1)
Prevalence of Competition
84(3)
Focus on Gender: Gender and Hypercompetitiveness
87(2)
Closer Look: Competing for No Good Reason
89(1)
Effects of Competition versus Cooperation
90(1)
Achievement and Performance
90(2)
Group Cohesiveness
92(1)
Self-esteem
92(2)
Character Building and Ethics
94(1)
Focus on Culture: Competition and Culture
95(1)
Teamwork: Constructing Cooperation in Groups
96(16)
Interdependence
97(1)
Equality
97(1)
Participation
98(1)
Individual Accountability
99(1)
Cooperative Communication Patterns
99(1)
Closer Look: Habitat for Humanity
100(1)
Evaluation versus Description
101(2)
Control versus Problem Orientation
103(1)
Strategy versus Spontaneity
104(1)
Neutrality versus Empathy
104(1)
Superiority versus Equality
105(1)
Certainty versus Provisionalism
105(1)
Reciprocal Patterns
106(1)
Closer Look: The Robbers Cave Experiment
107(2)
Noncompetitive Listening
109(1)
Shift Response versus Support Response
109(1)
Competitive Interrupting
110(1)
Ambushing
111(1)
Dealing with Difficult Group Members
112(5)
Roles and Leadership in Groups
117(36)
Group Roles
118(9)
Effects of Roles
119(2)
Closer Look: The Stanford Prison Study
121(1)
Types of Roles
122(2)
Role Emergence
124(2)
Role Fixation
126(1)
Leadership
127(26)
Definition of Leadership
127(2)
Closer Look: Ethics and Leadership
129(1)
Gaining and Retaining Leadership
130(1)
How Not to Become a Leader
130(1)
General Pattern of Leader Emergence
131(2)
Focus on Gender/Culture: Gender and Ethnic Leadership
133(3)
Retaining the Leader Role
136(1)
Perspectives on Effective Leadership
137(1)
Traits Perspective
137(2)
Styles Perspective
139(2)
Situational (Contingency) Perspective
141(3)
Closer Look: Effective versus Ineffective Leadership
144(1)
Functional Perspective
145(1)
Closer Look: Leadership and Teambuilding
146(2)
Communication Competence Perspective
148(1)
Closer Look: ``Chainsaw Al'' and Aaron Feuerstein: A Lesson in Contrasts
149(4)
Group Discussion: Defective Decision Making and Problem Solving
153(36)
Information: The Raw Material of Critical Thinking
155(8)
Information Overload
155(1)
Scope of the Problem
156(1)
Consequences
156(1)
Closer Look: The McMartin Preschool Case
157(1)
Closer Look: Technology and the Bias of Speed
158(1)
Coping with Information Overload
159(2)
Information Underload
161(2)
Mindsets: Critical Thinking Frozen Solid
163(5)
Confirmation Bias
164(2)
False Dichotomies
166(1)
Closer Look: Blue Eyes versus Brown Eyes
167(1)
Collective Inferential Errors: Uncritical Thinking
168(11)
Prevalence of the problem
169(1)
Closer Look: The Uncritical Inference Test
170(2)
General Sources of Inferential Errors
172(1)
Closer Look: The Blandina Chiapponi Case
173(2)
Specific Sources of Inferential Errors
175(1)
Vividness
175(2)
Unrepresentativeness
177(1)
Correlation
177(2)
Error Correction: Practicing Critical Thinking
179(1)
Groupthink: Critical Thinking in Suspended Animation
179(10)
Definition
180(1)
Identification of Groupthink
181(1)
Overestimation of the Group's Power and Morality
181(1)
Closed-Mindedness
182(1)
Pressures toward Uniformity
183(1)
Preventing Groupthink: Promoting Vigilance
184(5)
Group Discussion: Effective Decision Making and Problem Solving
189(36)
Discussion Procedures
190(16)
General Considerations
190(1)
Periodic Phases of Decision Emergence
191(1)
Functional Perspective
191(1)
The Standard Agenda
192(1)
Systematic Procedures
192(3)
Closer Look: Murphy's Law
195(1)
Problems of Implementation
196(2)
Group Decision-Making Rules
198(1)
Majority Rule
198(2)
Minority Rule
200(1)
Unanimity Rule (Consensus)
201(1)
Focus on Culture: Japan's Nuclear Emergency and Consensus Decision Making
202(2)
Closer Look: The People vs. Juan Corona
204(2)
Critical Thinking and Effective Decision Making
206(4)
Gathering Information
206(2)
Evaluating Information
208(2)
Participation
210(5)
Pros and Cons of Participation
210(1)
Focus on Culture: Cultural Diversity and Participation in Small Groups
211(1)
Increasing Constructive Participation
212(1)
Closer Look: Conducting Meetings: Standard and Technological Forms of Participation
213(2)
Creative Problem Solving
215(10)
General Overview
216(1)
Specific Creative Techniques
217(1)
Brainstorming and Nominal Group Techniques
217(2)
Framing/Reframing
219(2)
Integrative Problem Solving
221(4)
Power in Groups: A Central Dynamic
225(28)
Power: An Overview
226(4)
Significance of Power
226(1)
Definition of Power
227(1)
The Nature of Power
227(1)
Forms of Power
228(1)
Closer Look: Empowerment and Self-Help Groups
229(1)
Power Resources
230(14)
Information
231(1)
Expertise
232(3)
Rewards and Punishments
235(2)
Personal Qualities
237(1)
Legitimate Authority
238(2)
Closer Look: The Milgram Studies
240(4)
Indicators of Power
244(9)
General Indicators
244(2)
Verbal Indicators
246(1)
Focus on Gender/Culture: Powerful Language Differences
247(1)
Nonverbal Indicators
248(5)
Power: An Architect of Conflict
253(28)
Imbalance of Power
254(4)
Physical Violence and Aggression
255(1)
Verbal and Nonverbal Contempt
256(1)
Focus on Culture: Power Distance and Cultural Differences
257(1)
Transacting Power
258(23)
Compliance: The Power of Groups
258(1)
Conformity versus Obedience
258(1)
Two Types of Conformity
259(1)
Closer Look: The Bizarre Case of Patty Hearst
260(2)
Group Influence and Conformity
262(1)
Alliance: Coalition Formation
263(1)
Minimum Power versus Minimum Resources
264(1)
Additional Perspectives
264(1)
Resistance: Covert Noncompliance
265(1)
Strategic Stupidity
266(1)
Loss of Motor Function
267(1)
The Misunderstanding Mirage
267(1)
Selective Amnesia
268(1)
Tactical Tardiness
268(1)
Purposeful Procrastination
269(1)
Defiance: Over Noncompliance
270(1)
Threat of Contagion
271(1)
Variable Group Reaction
271(1)
Extinguishing Defiance
272(1)
Defiant Member's Influence
273(2)
Significance: Self-Empowerment
275(1)
Assertiveness
275(1)
Closer Look: Conspicuously Unassertive
276(3)
Increasing Personal Power Resources
279(2)
Conflict Management in Groups
281(34)
Definition of Terms
282(4)
Definition of Conflict
284(1)
General Definition
284(1)
Destructive versus Constructive Conflict
285(1)
Conflict Resolution versus Management
286(1)
Styles of Conflict Management
286(9)
Collaborating (Problem Solving)
287(1)
Accommodating (Yielding)
288(1)
Compromising
288(1)
Closer Look: The Case of the Effective Compromise
289(1)
Avoiding (Withdrawing)
290(1)
Competing (Power/Forcing)
291(2)
Focus on Culture: Culture and Conflict Styles
293(2)
Transacting Conflict
295(14)
Primary Situational Variables
295(1)
Nature of the Conflict
295(2)
Nature of the Relationships
297(1)
Timing
298(1)
Conflict Spirals
298(1)
Closer Look: Kill Radio Conflict Case Study
299(3)
Negotiating Strategies
302(1)
Tit for Tat
302(1)
Reformed Sinner
303(1)
Positional Bargaining
304(1)
Principled Negotiation
305(4)
Anger Management
309(6)
Constructive and Destructive Anger
309(2)
Managing Your Own Anger
311(1)
Managing the Anger of Others
311(4)
Appendix A: Group Oral Presentations 315(14)
Appendix B: Critical Thinking Revisited: Fallacies 329(7)
Appendix C: Sample Agendas for Group Meetings 336(2)
Glossary 338(10)
References 348(18)
Credits 366(1)
Author Index 367(4)
Subject Index 371


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