Transcript Communicating for Results 9e Small-Group Communication and Problem Solving Key Ideas •Defining small group •Characteristics of successful problem-solving teams •Group formats Copyright Cengage © 2011

Communicating for
Results
9e
9
Small-Group
Communication and
Problem Solving
Key Ideas
•Defining small group
•Characteristics of successful
problem-solving teams
•Group formats
Copyright Cengage © 2011
1
Consider this . . .
Groups are like individuals – no two are
alike. The better equipped you are to
analyze what is happening in and around
the group, the more successful and
satisfying your group experience will be.
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Associated Press
Columbia Space Shuttle Disaster
NASA Case Study
 Read or describe the case study
 Answer the following questions:
What symptoms of groupthink
contributed to this disaster?
What role did email play in the engineers
attempts to communicate?
Explain why summary report cites
“management practices” as a cause?
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Definition of a small group
Small-group communication involves a
small number of people, usually engaged
in face-to-face interaction, actively
working together toward a common goal.
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Types of teams
Learning groups – sharing and seeking
information
Self- maintenance groups – inspire
desirable attitudes, understanding and
communication patterns
Problem-solving groups – make decisions
regarding a problem
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Effective Problem-Solving Teams
Well organized
Receive periodic training
Examine assumptions and opinions
Evaluate possible solutions
Operate Virtually
Avoid groupthink
Manage cultural diversity
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Groupthink symptoms
 Illusion of invulnerability
 Shared stereotypes
 Rationalization
 Illusion of morality
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Groupthink symptoms
 Self-censorship
 Illusion of unanimity
 Direct pressure
 Mind guarding
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Avoiding groupthink
 Bring in outside experts
 Ask members to be “critical evaluators”
 Leader should voice opinions after others
 Provide “second chance”
to rethink choices
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Managing cultural diversity
 Recognize differences
 Select members for task-related abilities
 Find purpose that transcends differences
 Develop mutual respect
 Seek high level of feedback
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Bob Daemmrich/The Image works
 Avoid cultural dominance
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Operating Virtually
Computer-mediated communication
(CMC) through technology
Differences between FTF (face-to-face)
teams and CMC teams
CMC teams communicate and share less
CMC teams outperform FTF teams in tasks
where there is a correct answer
CMC teams are able to better predict the
success of their decisions
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11
Evaluating Arguments
Elaboration Likelihood Model (ELM)
When evaluating arguments, people use either:
The Central Route
The Peripheral Route
Elaborate carefully and critically
Decide quickly and non-critically
Pay attention to message content
Pay attention to peripheral cues
(such as attractiveness, vocal
Quality, gender, personality, etc.
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Basic problem-solving procedure
Define the problem
Research and Analyze the problem
Establish checklist of criteria
List possible alternatives
Evaluate each alternative
Select best alternative and discuss
implementation
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Define Problem
Discuss symptoms, seriousness, & impact
Write problem in question form:
Written for widest range of answers
Specific not general
Unbiased form
Walter Hodges/Stone/Getty Images
Define confusing terms
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Research and Analyze problem
 List all topics to research &
discuss
 Gather needed information
Steven Niedorf Photography/The Image
Bank/Getty Images
 Discuss information & opinions
in organized manner
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Establish Criteria
Establishing a criteria checklist
Brainstorm for possible critera
Discuss criteria to
• Reduce the List
• Divide into groups of musts and wants
• Assign each want a rank and numerical weight
Types of criteria
Task criteria
Operational criteria
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When to establish criteria
When the task is complex
The topic involves emotional or value
judgments
Team members have little or no problemsolving experience
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Using criteria effectively
List all possible criteria
Evaluate each criterion to determine
importance
Reduce the list into workable lengths by
combining or eliminating
Divide remaining criteria into wants and
musts
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Listing possible alternatives
Brainstorming
Avoid negative feedback
Strive for longest list possible
Strive for creative, unusual ideas
Build from previously mentioned ideas
Electronic Brainstorming
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Listing possible alternatives
Brainstorming
Electronic Brainstorming
Ideas typed on computer by each member
Ideas stored for later group viewing
Software gives option of concealing identities
Generally produces more ideas; sometimes
better ideas
Very effective with large groups
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Listing possible alternatives
Brainstorming
Electronic Brainstorming
Nominal Group Technique (NGT)
Ideas generated silently by each member
Ideas recorded on board for flip chart
Ideas discussed for clarification only
Each member privately selects top five ideas
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Evaluate each alternative
Eliminate unacceptable alternatives
Combine similar alternatives
Eliminate alternatives that don’t meet the
criteria
Combine remaining alternatives to want
criteria and assign numerical values
Calculate totals
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Select the best alternative
Select more than one solution
Create additional criteria
Use consensus
Compromise
Vote
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Nova Development
The best solutions are those with the
highest totals
In case of a tie
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Selecting a group format
Symposium
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Group formats
Roundtable – private small group
discussion using problem-solving
procedure
Panel – small group of well-informed
individuals discussing a topic or problem
in front of a large group
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Group formats
Symposium – small group of experts in
front of a large group using timed
presentations.
Forum – a panel or discussion in which
audience members can participate in the
discussion
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Communicating for
Results
9e
9
Small-Group
Communication and
Problem Solving
Key Ideas
•Defining small group
•Characteristics of successful
problem-solving teams
•Group formats
Copyright Cengage © 2011
27