1. Ch. 10: Communication in Groups and Teams 1.Why are groups and teams becoming increasingly popular 2.How do groups and teams differ? 3.What are the potential strengths of group discussion? 4.What are the potential limits of group discussion? 5.Do groups need single leaders? 6.How can conflict enhance work in groups and teams? 7.How does communication shape group and team climate?

2. Team 團隊的圖像

3. Communication in Groups and Teams Work together, or On your own? –Research found sound reasons for both –Groups (vs. Individuals) More time to reach decisions Superior decisions Stimulates creativity, may suppress individuals

4. Groups in Daily Lives Social groups –Provides stimulation of conversation and recreation –Relaxed, informal, more interpersonal Personal growth groups –Enable people to deal with issues in supportive context Task groups –To solve problems, achieve goals

5. Defining Groups & Teams A Group –People interact –People are interdependent –Have a common goal –Share some rules of conduct A Team –A special kind of group 1.Different & complementary resources of members 2.A strong sense of collective identity; greater interdependence

6. Six Kinds of Group in Business and Civic Life (pp. 258-261) Project teams 工作團隊 Focus group 焦點團體 Brainstorming groups 腦力激盪小組 Advisory Groups 顧問團 ; 諮詢小組 Quality circles 改進小組 ; 策進小組 Decision making groups 決策小組

7. Rules for Brainstorming Do not evaluate ideas; no criticism. Record ideas so everyone can see them. Quantity; the more ideas, the better. Build on ideas; extension. Encourage creativity.

8. Agenda for Problem-solving (or Decision-making) Phase 1: Define the problem Phase 2: Analyze information relevant to the problem Phase 3: Generate criteria for assess solutions Phase 4: Identify potential solutions Phase 5: Select the best solution Phase 6: Implement the solution (or recommend it) Phase 7: Develop an action plan to monitor the effectiveness of the solution p. 262 (Figure 10.2)

9. Potential Limitation & Strength of Groups Limitations –Time needed –Conformity pressure Majority opinion different from minority One extremely charismatic member Strengths –Greater resources –More thorough thought –Heightened creativity –Enhanced commitment to decisions –(Synergy): Special energy that enlarges efforts, talents…of individuals Total effects more than the sum of individual effects

10. Features of Small Groups (5 features) Cohesion: closeness, spirit among member, –Cohesion grows out of communication. –3 ways to promote cohesion Emphasize shared goals; reinforce group identity Highlight similarity among members Be responsive so all member feel valued –Excessive cohesion →Groupthink (ceased critical thinking) Group size –Size affects amount and quality of communication –Larger vs. smaller groups –Five-seven, optimal (most researchers agree)

11. Features of Small Groups Power structure –Power over: emphasizing status –Power to: empowering others; fostering win-win –Distributed power structure vs. Hierarchical –Social climbing: trying to increase personal status by winning approval of higher-status member Interaction pattern –Centralized vs. Decentralized patterns –Proxemics: communication relevant to space Group norms

12. Challenges (1) (3 challenges) Participating constructively –Four types of communication in groups (p. 269) Task communication Procedural communication Climate communication Egocentric communication (dysfunctional)

13. Challenges (2) Providing leadership –Leadership is born, or made? (research found no coherent leader traits) –Leadership, Not leader –Establish good working climate, organize group processes, ensure substantive discussion, and control disruptive members

14. Challenges (3) Managing conflict constructively –Conflict is natural, can be productive (Ch. 3) –Disruptive (vs. Constructive conflict) Competitive tone Self-interested focus Personal attack –Constructive Respect for diverse opinions Emphasize shared goals Cooperative focus, open climate

15. Ch.11: Focus Questions 1.What is organizational culture? 2.How important is it to be involved in the informal networks of organizations? 3.How do rituals and routines affect life in organizations? 4.What are the risks of forming personal relationships with co-workers? 5.What challenges face organizations and members of them in this era?

16. Features of Organizational Communication Structure –Organization means “structure.” (loose or rigid) –Hierarchy (levels of power and status) Networks –Communication occurs in networks. –Relationships –ad hoc network: in response to specific issues Links to external environment –Contexts (multiple and connected)

17. Communication in Organizations Organization Culture –Ways of thinking, acting, and viewing work –Shared by members –Reflecting identity Four Communication Practices (next few slides) –Vocabulary –Stories –Rites & Rituals –Structures

18. Vocabulary The language of an organization reflects and expresses its history, norms, values, identity. Hierarchical language –Distinguishes levels of status –Eg., military, school,… Masculine language –More typical of men than women (HP 菲奧莉 娜 故事 )HP 菲奧莉 娜 故事 –Words & phrases taken from sports, military…

19. Stories Storytelling to weave coherent narratives and to create meaning, and to sustain organizational cultures Corporate stories –Convey values, style, and history of an organization Personal stories –How people see themselves, and to be seen by others Collegial stories –Personal accounts of other members

20. Rites and Rituals Verbal and nonverbal practices –Rites: Sets of activities that bring together aspects of ideology in a single event (dramatic and planned)( 如 表揚大會 ) –Rituals: Forms of communications that occur regularly; perceived familiar and routine Difference –Rituals don’t necessarily bring together a number of aspects of organizational ideology into a single event –Rituals are repeated communication performance

21. Rites Rites of passage –Artwork in larger office, special handshake Rites of integration –Holiday parties, graduation ceremonies Rites of blaming or praising –Military, Tenure in college Rites of recognition –Honors of achievement Rites of managing change –Training workshops; office rearrangement Rites of resolving conflicts –Voting, meditation

22. Rituals Personal rituals –Individual routines; delivering staff mail in person Social rituals –Company dinning room for informal interaction, tea break –E-mail chatting Task rituals –Police officer’s routine questions –Sales presentations

23. 連鎖磚接力 沒連好會出問題！

24. Structures Organizing relationships and interactions Roles –Responsibilities and behaviors of specific position Rules –Constitutive and regulative rules Policies –Formal statements of practices; mission statement Communication networks – Formal & informal; job description and organization chart –Grapevine: Communication outside the formal channels

25. Challenges for Communication in Organizations Adapting to diverse needs, situations, and people Moving in and out of teams –Participating in variety teams Managing personal relationships on the job –Personal vs. professional –Romantic relationships