Team Proposal Presentation Working in Small Groups

Overview of Team Presentation Assignment 15-25 minutes (i.e. 4-6 mins/team member) Intro/Background (Leader) Laboratory Design Academic/Office Technology Design LEED Design Conclusion (Leader) 10 minutes for Q & A (audience will roleplay committees)

Speaker Responsibilities Individual Speakers: Intro with preview Relate section to the audience Body with transitions between main points Conclusion Everyone must use Visual Aids Leader: Introduction Team transitions Conclusion/Q&A

Small Group Communication

Propositions about Group Communication Advantages Disadvantages Access to more resources Better retention of concepts Diversity Creativity Scheduling Social loafing Conflict Coping with misbehavior Blame for error is shared Decisions = higher quality Higher commitment to group decisions Pitfalls and hazards are regularly uncovered Morale is higher Increased responsibility for the task Blame for errors is shared

Functioning Group Behaviors Participants know each other by name or role. There is a generous amount of interaction. Each participant has some influence on the others. Each participant defines him/herself as a member of the group and is also defined by outsiders as a member. There is a common goal, interest or benefit in holding membership in the group. There is leadership.

Building an effective group takes planning. 1) Selecting a Leader 2) Sharing Leadership Roles 3) Communicating Effectively 4) Problem-Solving Efficiently

Types of Leaders Shared or No Specific Leader Implied Leader Emergent Leader Designated Leader

1. Selecting a Leader Select a leader able to handle the responsibility. Authority Pressure for uniformity Status differentiation Disruptive behavior Incompatibility between individual and collective goals Leadership style should vary with climate of the group. Directive if task is ambiguous Supportive if unsatisfying Participative if group needs control Achievement-oriented if no motivation

2. Sharing Leadership Leadership-- A group may not always have a leader but it always has leadership. Group members can share the three leadership functions. Procedural Needs– “housekeeping” Task Needs– “focus” Maintenance Needs– “relationships”

Procedural needs involve “housekeeping tasks”. Place and Agenda Notes and Handouts Summarizing progress

Task needs provide “focus”. Analyze Delegate Collect info Solicit views Focus Devil's advocate Criteria Reach consensus

Maintenance Needs involve “interpersonal relations”. Getting along Contributing Supporting Satisfaction about accomplishments Satisfaction about roles

3. Effective Communication Effective group discussion takes time. Balance between emotional and rational Sincere skepticism is encouraged Group norms are clearly identified Some topics not appropriate 3. Effective Communication

Ineffective Communication Ineffective group discussion is more common. Failure to contribute Conformity Poor Environment Control Rigid Lack of Patience Too much leadership or wrong type

Groupthink Conditions Being out of touch Being out of order Being overruled Being out of resources

Groupthink Symptoms Group’s tendency to view itself as powerful Closed-mindedness Pressure toward uniformity Minimizing Techniques Question self/actions Divide into subgroups Involve outsiders Add diversity

4. Efficient Problem-Solving Dewey’s Reflective Thinking Method Define and narrow the problem Analyze the problem Establish criteria for solutions Generate potential solutions Select the best solution/s I.   Define the Problem Identification of problem area, including such questions as: What is the situation in which the problem is occurring? What, in general, is the difficulty? How did this difficulty arise? What is the importance of the difficulty? What limitations, if any, are there on the area of our concern? What is the meaning of any term that needs clarifying?   Analyze the Causes of the problem and its Limits Analysis of the difficulty What, specifically, are the facts of the situation? What, specifically, are the difficulties? B.  Analysis of causes What is causing the difficulties? What is causing the causes? Identify Criteria for an acceptable Solution What are the principal requirements of the solution? What limitations must be placed on the solution? What is the relative importance of the criteria? Generate potential Solutions What are the possible solutions? What is the exact nature of each solution? How would it remedy the difficulty? By eliminating the cause? By offsetting the effect? By a combination of both? B.  How good is each solution? How well would it remedy the difficulty? How well would it satisfy the criteria? Are there any that it would not satisfy? would there by any unfavorable consequences? Any extra benefits? Select the Best Solution How would you rank the solution(s)? Would some combination of solutions be best? Implement Solution What steps would need to be taken to put the solution into effect? What steps would be the most difficult?  Least difficult?  How would you overcome these?

1. Define the Problem Specific Open Avoid Bias 2. Analyze the Problem How Severe? How many people are affected? What if the problem is not resolved? What are the Causes?

3. Establish Criteria for the Solutions What must solution achieve? What might limit the choice of solutions? 4. Generate Potential Solutions Avoid judging while brainstorming Individuals record their own 5. Select the Best Solution Compare to established Criteria Evaluate all solutions

Review: Small group communication takes planning. Selecting a Leader Shared Leadership Discussion Problem-Solving