7. Communication in small groups

A team is a group of individuals who depend on one another to accomplish a common objective. Successful interpersonal behavior in organizations depends on communicators’ willingness to work toward openness, cooperation, trust, teamwork, and group or organizational goals.

1. Teams versus individuals.

1. The danger of social loafing.

THE VARIABLES OF GROUP COMMUNICATION

Conflict. Groups can use conflict productively to generate and test ideas before they are implemented. Conflict, then, is the essence of group interaction.

Conformity. It is an agreement with regard to ideas, rules, or principles.

Consensus. Consensus means reaching a decision that best reflects the thinking of all team members. Consensus does not mean a unanimous vote.

The initial group goal is to get to know one another. We cannot inform others unless we know who they are, what they already know, what they need, and why they need it. When we receive, process, and evaluate incoming information accurately, we begin to know how to influence and inform.

Giving and receiving feedback. The guidelines for giving feedback:

1. Be descriptive and give specific examples.

1. Avoid using labels, such as unprofessional, irresponsible, etc.

1. Don’t exaggerate and be exact.

1. Speak for yourself and don’t refer to anonymous people.

1. Use “I” statements to tell specifically how someone’s behavior affects you.

CONFLICT RESOLUTION

If a group develops itself into a team, most conflicts can be prevented.

1. Think of each problem as a group problem.

1. Examine how to encourage constructive behavior.

1. Consider how to contribute more to the collaborative effort.

1. Be realistic – you are responsible for behaving ethically, but not for the solving other people’s personal problems.

The ability to conduct and participate in meetings is a crucial managerial skill. To use meetings as an effective managerial tool, you need to know not only how to run them but also when to call them and how to follow up afterward.

Planning the meeting. Managers must make sure they’re getting their money’s worth from a meeting, and that guarantee requires careful planning:

1. identifying the purpose of the meeting;

1. determining whether a meeting is necessary;

1. preparing an agenda for the meeting;

1. deciding who should attend;

1. determining logistics.

Conducting the meeting. A manager must be a leader during the meeting, keeping the group focused on the point and encouraging participation. An efficient leader keeps in mind the following:

1. punctuality;

1. following the agenda;

1. leading the meeting;

1. parliamentary procedure – the minority is heard and the majority prevails.

Following up the meeting. If the meeting was routine and informal, follow it up with a memo summarizing the major points of the meeting. Formal meetings or meetings where controversial ideas were discussed require formal minutes of what took place. Minutes are an official record of the proceedings; they summarize what was discussed and what decisions were made.