Group Communication Theories
© Brian Brown, 1998-1999. All rights reserved.
Last Modified: January 28, 2000.
| Intrapersonal | Interpersonal | Group | Organization | Mass/Cultural |
This is a summary of the information in
Littlejohn, Stephen. (1992). Theories of Human
Communication (5th Ed.). California: Wadsworth
Publishing.
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GENERAL ORGANIZING MODEL
Barry Collins and Harold Guetzkow (pg. 282)
- A task group is confronted with two types of problems
- Task Obstacles -
difficulties encounted by the group, such as
planning an event or approving a policy
- Interpersonal Obstacles
- difficulties encountered between people, making
ideas clear to others, handling conflict and
differences
- In any group discussion, members deal simultaneous with
both task and interpersonal obstacles
- Assembly effect is when task
and interpersonal work is integrated effectively
- Group rewards are positive (a successful event is a task
reward, the fun involved in planning it the interpersonal
reward) or negative (if rewards are negative the group
may find it more difficult next time)
- Synergy is the effort expended
by the group in solving tasks (effective
synergy) and dealing with interpersonal
obstacles (intrinsic synergy)
Harold Guetzkow [Online]. Available http://adder.colorado.edu/~ward/hg/hg.html
GENERAL FUNCTIONAL THEORY
Randy Hirokawa (pg. 284)
- Tries to identify the kinds of things groups must address
to become more effective
- (1) Groups begin by identifying and assessing
a problem
- what happened? why? who was involved?
- (2) Groups then gather and evaluate
information about the problem
- (3) Next, groups generate alternative
proposals and discusses objectives
to be accomplished
- (4) Objectives and alternatives are evaluated
in order to reach consensus (exploration of positive and
negative outcomes)
- Factors which lead to incorrect decisions
- improper assessment - failing to see the problem
or identify its causes
- inappropriate goals and objectives
- improper assessment of positive and negative
qualities
- inadequate information base
- faulty reasoning from the information base
- Errors arise from the communication within the group
GROUPTHINK THEORY
Irving Janis (pg. 286)
The concurrence-seeking tendency of close-knit groups can
cause them to suspend critical thinking and make inferior
decisions. Griffin. pg. 478
INTERACTION PROCESS ANALYSIS
Robert Bale (pg. 288)
- Aims to explain the pattern of responses in a small group
- Bale proposes a number of categories for
interaction, grouped into four broad sets
- Positive and mixed actions - seems friendly,
dramatizes, agrees
- Attempted Answers - gives suggestions, opinions
and information
- Questions - asks for information, opinions and
suggestions
- Negative and mixed actions - disagrees, shows
tension, unfriendly
- Note how the first two sets correspond to the last two
sets, these pair together, giving information is paired
to asking for information
- One way for group to release tension is dramatize (tell
stories), called fantasy themes,
which helps build common identity
- There are two classes of communication
behavior
- socioemotional -
represented by +ve and -ve actions like seeming
friendly, showing tension
- task behavior -
represented by suggestions, opinions, and
information
- A group has two different kinds of leaders
- task leader -
facilitates and coordinates task related comments,
focuses energy on getting the task done
- socioemotional leader -
works to improve group relations
- The perception of an individuals position
within the group is a function of three dimensions
- dominant vs submissive
- friendly vs unfriendly
- instrumental vs emotional
INTERACTION ANALYSIS (Interact Model of Decision Emergence)
Aubrey Fisher (pg. 291)
- An Interact is the act of one
person followed by the act of another
- Interacts are classified according to content
(the message) and the relationship dimension
(non-verbal manner of the message)
- Groups are systems, bound by a definable context with
which the members interact
- Verbal interaction dictates the final outcome
- All groups go through similar phases or stages before
consensus is reached
- Groups share a common life cycle
- Theory based on observable behavior not inference or
speculation
- Decision emergence is reached by a four stage
process
- orientation -
clarification and agreement
- conflict - decline of
ambiguity and increase in strong reactions
- emergence -
unfavourable statements decrease, replaced by
ambiguity (just wondering..) co-operation
develops
- reinforcement - brief,
creates group solidarity, virtual disappearance
of unfavorable reactions
- B. Tuckman (Forming, Storming, Norming, Performing)
- Decision modification -
cyclical, several proposals are introduced, discussed and
reintroduced at a later time (in a modified form perhaps)
Groups proceed through four phases in the process of
reaching a consensus: (1) orientation, (2) conflict, (3)
emergence, and (4) reinforcement. Griffin pg. 478
STRUCTURATION THEORY
Anthony Giddens (pg. 294)
- Human action is a process of producing and reproducing
various social systems
- Groups act according to rules to achieve goals and create
structures that come back to affect future actions
- Examples of structures
- relational expectations, group roles and norms
- communication networks
- Structures have three dimensions
- interpretation or
understanding (how we should understand)
- sense of morality or
proper conduct (what should be done)
- sense of power in
action (how to do it)
- Our actions reinforce these structures
- Structures can mediate each
other - the production of one structure is accomplished
by creating another
- Structures can contradict each
other - the production of a structure requires another
structure to be produced which undermines the first
STRUCTURATION THEORY OF GROUP DECISION MAKING (Contingency Theory)
Scott Poole (pg. 295)
- Group decision making is a process where members seek convergence
(agreement) on a final decision
- Use of Giddens three elements of action are used to
achieve convergence
- Interpretation - made
possible through language
- Morality - established
via group norms
- Power - achieved
through interpersonal power structures which
emerged in the group
- Outside factors influence group actions (such as task
type - what the group has been given to do)
- In time, a group definition of each person and the whole
group emerges (microstructuration) - a process which
continually repeats
- Groups can follow a wide variety of paths coming to a
decision, based on contingencies
- How a group operates depends upon three sets of variables
- objective task characteristics
- kind of problem, how well defined, impacts
- group task characteristics
- previous group experience, urgency of decision
- group structural characteristics
- cohesiveness, group size, power distribution
- Three general decision paths are taken
- standard unitary sequence
- complex cyclic sequence
- solution-orientated
- Decision paths consist of three interwoven activity
tracks
- task-process track -
dealing with the task, e.g. problem analysis,
designing solutions
- relational track -
dealing with interpersonal relationships, e.g.
disagreeing, compromises
- topic-focus track - a
series of issues or concerns the group have over
time
- Groups process down the tracks, switching between them,
and breakpoints (transitions)
occur
- Breakpoints signal key points in the development of the
groups decision making process
- The types of breakpoints are
- Normal - adjournment, topic shifts
- Delays - unexpected problems, rediscussion
- Disruptions - major disagreement and group
failures
- http://home.inforamp.net/~mrock/ARTICLE1.HTM
Griffin. (1994). A first look at communication theory.
(2nd Ed.). McGraw Hill.