Kaitlyn Graham

10/31/17

DP#8 Group Communication

Summary

This chapter discusses the major theories and methods of group communication. The chapter begins by
defining what a group is, and how a team is always a group but a group is not always a team. The first
theory described is functional group decision making, which focuses on the purpose of the
communication and what it does as opposed to what is actually being said. When groups use functional
decision making, they go through four functions. The functions dont have to go in order but they all
relate and are equally important. The first function is problem analysis where the actual problem the
group is trying to solve is analyzed. The second function is goal setting, where the group plans how they
want to fix their problem. The third function is identifying alternatives, and the fourth function is
evaluating and selecting the solution. The next idea discussed in the chapter is groupthink, or the idea
that groups deliberate and make decisions that are more destructive, but do it to go along with what the
rest of the group thinks. Three factors that increase groupthink are cohesion (group members less likely
to disagree if they have a strong sense of cohesion and familiarity), structural flaws, and situational
characteristics (groupthink occurs during situations of higher stress). As far as structural flaws, things like
the group not be integrated into the world around them and lack of procedural norms for what to do in
different situations are what lead to groupthink. The chapter also described three things that need to be
happening in order for groupthink to occur. The first is overestimation of the group, or when the
members of the group think the group can do more than it does. Closed-mindedness and pressure
towards uniformity are the other big parts that need to be occurring. The chapter then talks about
things to do to avoid groupthink because of its usual negative effects. The next theory discussed is
structuration theory, or the idea that groups making decisions and interact based on structural
elements. The five functions that these structures serve are coordinating and controlling, assisting the
group members in defining their role in group, monitor member performance, help organization relate
to environment, and serve a symbolic function. The theory includes assumptions of the world and the
group, assuming that humans make choices and follow a set of rules, and that they use allocative and
authoritative resources. The chapter takes a different route when describing this theory because it
brings in how technology has changed and adapted to this theory, meaning how honest and good group
communication is when it is mediated. The final theory discussed briefly at the end of this chapter was
symbolic convergence theory, which is the idea that groups creates a shared consciousness and meaning
through interaction. The created ideas and ways of thinking about things are referred to as a fantasy.
These fantasies increase group cohesions and create symbolic convergence.

Application

I almost wish this chapter was longer because of the interesting theories and ideas it brings up about
group communication. As Bryant students we learn through groups a lot, and the majority of our grades
in many classes relies on how we communicate with our groups to get things done. Sometimes when a
group member is too focused on doing work, they are shunned or made fun of by the group, which
makes students keep quiet when their group isnt hardworking because they would rather be a part of a
cohesive group. Learning all of the different parts of group theories makes me mad that students are not
required to take a communication class. Many students take science or different histories or business
classes for their electives, not knowing that a communication class would help them a lot in the long
run. I thought the part of the chapter about groupthink, and how to prevent it was very interesting and
helpful. I have a lot of interaction with groups, both as a member in class groups as well as the leader of
groups around campus (Womens Rugby, Archway, Relay for Life). The methods of prevention include
things like the leader not stating their direct opinion about something. I definitely notice that if Im
working in a group and someone who has done a lot of work for the group (the leader) states a
preference or opinion about something, even if I dont agree I am more likely to go along with it than
feel comfortable correcting them. I will have to be more conscious of this when I lead the Archway
student newspaper in meetings because when we talk about ideas and article topics I often put my two
sense in, which could be creating a false sense of agreement form people not wanting to disagree with
me. This chapter is something I think all group leaders, club presidents, and coaches should have to
read.

Questions

1) Can you think of a class example where you were in a group that took a solution-oriented path
to answer a question (do homework, project), and ended up doing it wrong because they didnt
consider other options?
2) Do you agree with the chapter that groupthink occurs more under times of high stress?