Theory and Research on Small Groups

by R. Scott Tindale; Linda Heath; John Edwards

• ISBN13: 9780306456794
• ISBN10: 0306456796
• Format: Hardcover
• Copyright: 2006-04-11
• Publisher: Springer Nature

Table of Contents

1. Small Group Research and Applied Social Psychology: An Introduction	1	(8)
R. Scott Tindale
Elizabeth M. Anderson
Background and History	1	(2)
Overview of What Is to Come: Some General Themes	3	(3)
References	6	(3)
2. Cooperative Learning and Social Interdependence Theory	9	(28)
Daniel W. Johnson
Roger T. Johnson
Cooperative Learning	9	(1)
Theory of Social Interdependence	10	(3)
Interaction Patterns	13	(1)
Outcomes of Social Interdependence	14	(9)
Effort to Achieve	14	(4)
Positive Interpersonal Relationships	18	(2)
Psychological Adjustment and Social Competence	20	(2)
Reciprocal Relationships among the Three Outcomes	22	(1)
Competitive and Individualistic Efforts	23	(1)
Mediating Variables: The Basic Elements of Cooperation	23	(8)
Potential Group Performance	23	(1)
The Basic Elements of Cooperation	24	(1)
Positive Interdependence: We Instead of Me	25	(2)
Individual Accountability/Personal Responsibility	27	(1)
Promotive (Face-to-Face) Interaction	28	(1)
Social Skills	28	(1)
Group Processing	29	(1)
Summary	30	(1)
Enhancing Variables: Trust and Conflict	31	(1)
Summary and Conclusions	31	(2)
References	33	(4)
3. Training People to Work in Groups	37	(24)
Richard L. Moreland
Linda Argote
Ranjani Krishnan
Two Approaches to Group Training	38	(4)
Our Research Program	42	(10)
Experiment One	42	(3)
Experiment Two	45	(4)
Experiment Three	49	(3)
Looking Ahead	52	(4)
References	56	(5)
4. Natural Development of Community Leadership	61	(26)
John C. Glidewell
James G. Kelly
Margaret Bagby
Anna Dickerson
Conceptual Framework	61	(2)
The Context and Approach	63	(2)
The Developing Communities Project	63	(1)
The Documentation Project	64	(1)
The Data Analysis	65	(1)
Emerging Focal Concerns	65	(6)
The Beginning	65	(1)
The Nature of Focal Concerns	66	(1)
Proximity, Similarity, Harmony, and Argument	67	(1)
Networks and Linkages	68	(1)
Impact, Confidence, and Reinforcement	68	(1)
Advocacy	69	(1)
Consensus and Crisis	69	(1)
Activity and Leadership	70	(1)
Summary: Focal Concerns and Leader Identification	70	(1)
Development of Coalitions: The Bowl of Soup	71	(6)
Concerted Action	71	(1)
Conflict and Negotiation	72	(1)
Emergence of Dominant Coalitions	73	(1)
The Context of Community Leadership	74	(1)
The Fear That Power Corrupts	75	(1)
Long-Term Vision and the Next Step	76	(1)
The Social Authorization of Community Leaders	77	(1)
Summary	78	(2)
Implications for Public Policy and Future Research	80	(1)
Comments by Some of the Community Leaders Involved: A View	80	(2)
Liaison Person Margaret Bagby
Comment on Community Leadership: Theory and Practice	82	(2)
Anna M. Dickerson
References	84	(3)
5. Group Interventions in Cancer: The Benefits of Social Support and Education on Patient Adjustment	87	(20)
Donna M. Posluszny
Kelly B. Hyman
Andrew Baum
Why Should Groups Help Cancer Patients?	88	(4)
Social Support	88	(2)
Social Comparison	90	(1)
Coping and Modeling	91	(1)
Group Interventions for Cancer Distress	92	(6)
How Well Do Group Interventions Work?	98	(2)
Group Context and Psychological Well-Being	100	(2)
Conclusions	102	(1)
References	103	(4)
6. Applying Group Processes to International Conflict Analysis and Resolution	107	(20)
Ronald J. Fisher
Interactive Conflict Resolution: Forms, Functions, and Outcomes	108	(2)
Group Development: One Out of Three	110	(4)
Facilitative Leadership: The Role of the Third Party	114	(1)
ICR as a Reeducation Experience	115	(2)
Group and Intergroup Problem Solving	117	(4)
Evaluating ICR Interventions	121	(1)
Conclusion	122	(1)
References	123	(4)
7. Improving Group Performance: The Case of the Jury	127	(26)
Steven Penrod
Larry Heuer
Prior Research on Notes and Questions as Jury Aids	132	(1)
Juror Questions	133	(7)
Evaluation of Purported Advantages of Juror Questions	135	(2)
Evaluation of Purported Disadvantages of Juror Questions	137	(3)
General Evaluations of Juror Questions by Judges and Attorneys	140	(1)
Juror Notetaking	140	(4)
Evaluation of the Purported Advantages of Juror Notetaking	141	(1)
Evaluation of the Purported Disadvantages of Juror Notetaking	142	(2)
Conclusions from Courtroom Experiments	144	(1)
Where Are the Advantages?	144	(5)
Conclusions	149	(1)
References	150	(3)
8. An Evaluation of the Biasing Effects of Death Qualification: A Meta-Analytic/Computer Simulation Approach	153	(24)
Joseph W. Filkins
Christine M. Smith
R. Scott Tindale
Death Qualification and the Initial Debate	153	(7)
Research after Witherspoon	155	(2)
Court Cases since Witherspoon	157	(2)
Purpose of the Present Research	159	(1)
Meta-Analyses	160	(5)
Literature Search	160	(1)
Coding of Variables	160	(1)
Results	161	(4)
Computer Simulations	165	(6)
Implications and Conclusions	171	(2)
References	173	(4)
9. Coordination in Task-Performing Groups	177	(28)
Gwen M. Wittenbaum
Sandra I. Vaughan
Garold Stasser
Tacit Coordination	180	(8)
Supporting Literature	180	(4)
Consequences of Tacit Coordination	184	(4)
Factors Moderating the Mode of Coordination	188	(10)
Task Factors	189	(2)
Group Composition Factors	191	(2)
Temporal Factors	193	(1)
Environmental Factors	194	(4)
Implications and Conclusions	198	(4)
Implications for Practice	199	(2)
Implications for Research	201	(1)
References	202	(3)
10. Groups, Technology, and Time: Use of Computers for Collaborative Work	205	(24)
Joseph E. McGrath
Jennifer L. Berdahl
Groups Using Electronic Technology for Collaborative Work	206	(7)
Three Functions of Computer Use in Groups	206	(1)
Group Task Performance Effectiveness	207	(2)
Group Interaction Process	209	(1)
Some Conceptual and Methodological Issues	210	(2)
Concluding Comments	212	(1)
Descriptions of Two Longitudinal Studies of Groups and Technology	213	(7)
JEMCO-1	213	(1)
JEMCO-2	214	(1)
Some Key Findings about Technology from the JEMCO Studies	214	(6)
Some Implications	220	(4)
Theme 1: Technology Is Ubiquitous: It Both Drives and Constrains Group Action	220	(1)
Theme 2: Most Effects Involving Technology Are Interaction Effects	221	(1)
Theme 3: Groups Are Dynamic Systems That Change over Time	222	(2)
Concluding Comments: Implications for Groups Using Computers	224	(2)
References	226	(3)
11. Tapping the Power of Teams	229	(16)
Ernest J. Savoie
Part 1: Looking Over the Landscape	229	(2)
Part 2: The Ford Experience	231	(9)
Antecedents of Employee Involvement	231	(5)
Expansion	236	(4)
Part 3: Observations	240	(2)
Summary and Conclusions	242	(1)
References	243	(2)
12. Why Teams Don't Work	245	(24)
J. Richard Hackman
Mistakes Managers Make	248	(8)
Mistake 1: Use a Team for Work That Is Better Done by Individuals	248	(1)
Mistake 2: Call the Performing Unit a Team but Really Manage Members as Individuals	249	(1)
Mistake 3: Fall Off the Authority Balance Beam	250	(2)
Mistake 4: Dismantle Existing Organizational Structures So That Teams Will Be Fully "Empowered" to Accomplish the Work	252	(1)
Mistake 5: Specify Challenging Team Objectives, but Skimp on Organizational Supports	253	(1)
Mistake 6: Assume That Members Already Have All the Skills They Need to Work Well as a Team	254	(2)
Why It Doesn't Happen	256	(5)
The Co-Op Obstacle	257	(2)
The Corporate Obstacle	259	(1)
Roots of the Obstacles	260	(1)
What It Takes	261	(3)
Thinking Differently about Teams	264	(2)
References	266	(3)
Index	269