Transcript Improving Group Climate

Defensive and Supportive Climates
 Confirmation and Disconfirmation
 Group Cohesiveness

Evaluation
Description
Evaluation is taking something
someone says and making
them feel judged.
Description is contrasting what
a person says and describing
the person’s thoughts.
“You big dummy that is the
most stupid thing I have ever
heard.”
“As I think through your idea I
believe there might be some
other problems.”
Control
Problem Orientation
Control is communicative
behavior that attempts to
control someone and produces
defensiveness.
Problem orientation is
communication that attempts
to solve problems. It opens up
a range of choices and shares
decision making. It creates a
supportive climate, greater
cohesiveness, and increased
productivity.
“I know what is good for you do
it this way.”
“Let’s find a solution that both
of us can feel good about.”
Strategy
Spontaneity
Strategy is preplanned
manipulative communication
such as throwing a fit or
withholding information.
Defensiveness occurs when
people feel others are running
their own agendas or
concealing their true motives.
Spontaneity is acting honestly
and at the moment without
hidden agendas. Spontaneous
responses disclose true feelings
and motives and creates a
supportive climate.
“Oh your nails are just fabulous
no wonder you type like a
snail.”
Neutrality
Empathy
Neutrality is behaving in an
detached uncaring way.
Acting like you have no
concern for the outcome of
the group or the members.
The perception by group
members is that of
indifference, this behavior
produces defensiveness in
groups
Empathy is being concerned
about your group members,
their feelings, your relationship
with them and the direction of
your group. It creates a
supportive climate.
Superiority
Superiority is when someone
points out that they are better
than you and have more
worth. It shuts down feedback
and creates a defensive
group climate.
“Obviously, I know the best
way.”
Equality
Equality is communication
based on mutual respect and
trust. This is achieved by
expressing mutual trust and
being genuinely open to
other’s views. It creates a
supportive group climate.
“I am okay and you are okay
too.”
Certainty
Provisionalism
Certainty occurs when a
person takes a rigid position
and shows intolerance to
other’s ideas because their
ideas are truths. This produces
a defensive climate in groups
and shuts down dialogue.
Over time the person who is
certain intimidates others.
Provisionalism is being open to
new ideas, being somewhat
flexible, and being committed
to solving problems. It builds
supportive group climates.
“My mind is made up, don’t
bother me with facts.”






Confirmation
Direct
acknowledgment
Agreement about
content
Supportive response
Clarifying response
Expression of positive
feeling








Disconfirmation
Impervious response
Interrupting response
Irrelevant response
Tangential response
Impersonal response
Incoherent response
Incongruous
response
“By using confirming rather than disconfirming
responses when communicating with other group
members, people contribute toward a
supportive, trustful climate and therefore promote
greater group effectiveness and individual
satisfaction.”
Beebe and Masterson
A speaker acknowledges another person’s
communication and reacts to it directly and
verbally
A speaker reinforces information expressed by
another or confirms someone’s evaluation of
something.
A speaker expresses understanding of
another person or reassures or makes the
other person feel better.
A speaker tries to clarify another’s message
or feeling by requesting more information
and encouraging other’s to share more or
by paraphrasing and confirming
understanding.
When a group member expresses positive
feelings related to what another person
has said.
“Wow I get what your saying now.”
Disconfirming responses cause people to feel
less valued, mistrust in group members
develops and uncertainty about group roles
and self needs increases. Group tasks,
processes and cohesiveness decrease.
Denial of Presence



Silence when reply is expected
Looks away while other is speaking
Engages in unrelated activities while other is speaking
Denial of Involvement



Avoids eye contact
Uses nonverbal distancing behaviors
Impersonal language: avoids statements of disclosure of any
kind
Rejection of Communication


Monologue, repeated interruption, “talking over” others
Interjects irrelevant comments
No response--seemingly oblivious to what
was said.
Interjecting your comments while the other
person is talking. Finishing the other
person’s statements.
Giving a response that has nothing to do
with what the other person has just said or
introducing a new topic disregarding the
current conversation.
Starting to respond to the other person’s
statement, but then changing the topic.
“Yes…but …. “
A speaker conducts a monologue,
intellectualizes or uses third person to
trivialize the other’s comments. “You” or
“one” statements are extensively used as
well as clichés.
A rambling and unintelligible response,
using incomplete sentences and
statements that are difficult to follow.
“You know, I mean, you know…”
When verbal and nonverbal messages are
inconsistent.
“Mad, I am not mad, what is wrong with
you, are you crazy?”
The degree of attraction members feel
towards one another and the group. A
feeling of deep loyalty. Groups which are
cohesive tend to be happier and more
productive.
~McBride






Similarity, interpersonal attraction and diversity
of group members
Complementary needs of members
Group tasks & relationship balances
Goal path clarity in task oriented groups
Value similarity in friendship groups
Cooperation
When people are in a successful group that
satisfies their needs they have a stronger
connection with their group. This is similar to
relationships with close friends or family
Proper communication is the driving force of a
successful group. The combination of quality
communication and the amount of
communication that a group engages in affects
cohesiveness.
Anderson, A. B. (1975). Combined effects of interpersonal attraction and goal-path clarity on the
cohesiveness of task oriented groups. Journal Of Personality And Social Psychology, 31(1), 68-75.
doi:10.1037/h0076233
Beebe, S., & Masterson, J. (2012). Communicating in small groups: Principles and practices. Boston,
MA: Pearson Education, Inc.
Gibb, J. (2013, July 25). Defensive Communication [Webpage]. Retrieved from
htttp://www.aamr.org
McBride, M. (2006). "-ing" Project: Encouraging Cohesion in Small Groups. Communication Teacher,
20(2), 53-56.
Phillips, B. N., & D'Amico, L. A. (1956). Effects of cooperation and competition on the cohesiveness
of small face-to-face groups. Journal Of Educational Psychology, 47(2), 65-70. doi:10.1037/h0043773
Sieburg, E. & Leone, K. (2013, July 26). Patterns of international confirmation and disconfirmation
[Webpage]. Retrieved from http://communication.usf.edu