Transcript 3. Small Group Networks

Small Group Communication
in Organizations
PRESENTED FOR
Dr. Haslina Bt. Halim
Lecturer of Communication for Managers
(SCCG 5013)
GROUP MEMBERS
Majini Bayau (802302)
Honorious Raymond (802301)
Henry Ebun (801984)
Julin Marusid (803735)
20th March 2010
Topics of Presentation
1. Meaning and Scope (Henry)
2. Group Variables (Julin)
3. Small Group Networks (Majini)
4. Leadership & Group Effectiveness (Hon)
1. Meaning and Scope
1.1. Definition of a Small Group
 Three Characteristics
i. Size
- Three or more people
 Most researchers define a small group as having
at least 3 and no more than 12 or 15 members.
 Needs to have at least 3 members, otherwise it is
not a small group.
1. Meaning and Scope
1.1. Definition of a Small Group
ii. Interaction
- Face-to-Face Interaction
Group's members must be able to communicate
freely and openly with all of the other members
of the group. Groups will develop norms about
discussion and group members will develop
roles which will affect the group's interaction.
1. Meaning and Scope
1.1. Definition of a Small Group
iii. Goals
- A Common Goal or Task
A group must have a common purpose or goal
and they must work together to achieve that
goal. The goal brings the group together and
holds it together through conflict and tension.
1. Meaning and Scope
1.2. Definition Of Communication
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The definition of communication is shared in the
Webster's Dictionary as "sending, giving, or
exchanging information and ideas," which is often
expressed nonverbally and verbally.
The exchange of thoughts, messages, or the like,
as by speech, signals or writing. To express
oneself in such a way that one is readily and
clearly understood.
Communication is shared feelings / shared
understanding. If you can honestly achieve that
goal, you are communicating.
1. Meaning and Scope
1.3. Use & Value Of Small Groups
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68% of Fortune 1,000 companies use self-managing or
high-performance teams.
Average supervisor spends around 40% of the
workweek in meetings & conferences.
An average executive spends almost 700 hours a year
in meetings!
Most large companies attribute major cost savings to
solutions provided by such working-groups or Quality
Circles.
1. Meaning and Scope
1.4. What is Small Group communication?
i. Small group communication is, of course, the
communication that is carried out within a small
group. A small group is generally defined as a group
that consists of at least three members and at the
maximum around twelve to fifteen members. A group
that has just two members or more than fifteen
members would not come in the category of a small
group.
1. Meaning and Scope
1.4. What is Small Group communication?
ii. Communication is about expressing and
conveying your thoughts, feelings, opinions
and ideas to another person or persons. Good
communication skills can help you keep your
head and confidently take charge of
unfamiliar situations.
1. Meaning and Scope
1.4. Small Group communication
iii. People are more likely to listen to you, whatever you
have to say, if you can express yourself well, and
this is particularly useful in influencing and
negotiating important personal, social or business
matters. It also comes in handy in resolving conflict
and dealing with difficult people.
iv.Some people are born with effective communication
skills; others need to develop them.
1. Meaning and Scope
1.5. Why Work In Small Groups?

“Groups usually produce more and better
solutions to problems than do individuals
working alone.”
1. Meaning and Scope
1.6. Why Do People Join A Group?
i. GROUP SYNERGY
Refers to the idea that two heads (or more) are
better than one; OR "The whole is greater than
the sum of its parts," which also refers to group
synergy Groups are often capable of producing
higher quality work and better decisions than
can an individual working alone.
1. Meaning and Scope
ii. SUPPORT & COMMITMENT
Group may be more willing to take on a large
project than would an individual With increased
ability to perform work, group can provide
encouragement and support to its members
while working on a big project.
1. Meaning and Scope
iii. INTERPERSONAL NEEDS
Individuals often join a group to meet their
interpersonal needs William Schutz has
identified three such needs: Inclusion, Control,
and Affection Inclusion is the need to establish
identity with others – the need to be accepted
by others.
1. Meaning and Scope
iv. CONTROL
Control is the need to exercise leadership and
prove one's abilities. Groups provide outlets for
this need Some individuals do not want to be
leaders. For them, groups provide the
necessary control over aspects of their lives
Affection is the need to develop relationships
with people. Groups are an excellent way to
make friends and establish relationships.
1. Meaning and Scope
1.7. TWO TYPES OF SMALL GROUPS
Objective of a small groups is to complete some
kind of tasks or to promote interpersonal
relationships between group members. Many
groups, however, fulfill both of these functions;
1. Meaning and Scope
i. SOCIAL GROUPS
While all groups will have both social and task
dimensions, some groups are predominantly
social in their orientation Examples of these
groups would be families and social clubs These
provide for our safety & solidarity needs and
they help us develop self-esteem.
1. Meaning and Scope
ii. WORK GROUPS
Work groups function to complete a particular
task The task dimension is emphasized. Group
members pool their expertise to accomplish the
task
Examples
Workplaces,
Campus
Organizations, or Juries etc. As per Ivan
Steiner, there are several types of Work Groups
1. Meaning and Scope
1.8. THREE TYPES OF WORK GROUPS
i. ADDITIVE WORK GROUPS
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All group members perform the same activity
and pool their results at the end.
An example of this would be gathering
signatures for a petition drive or mobilizing
support for a particular cause.
1. Meaning and Scope
ii. CONJUNCTIVE WORK GROUPS
* Members perform different, but related tasks that
allow for completion of a goal.
* Every group member must complete their
individual task in order for the group task to be
completed.
* Example of this would be an assembly line, in
which each worker performs tasks that together
build a completed car.
1. Meaning and Scope
iii. DISJUNCTIVE TASK
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Members meet to determine the best alternative for a
problem or issue. There are two types of disjunctive
tasks:
Judgment Task : Group members must choose one
correct answer from all alternatives
Decision-Making Task : Group members must
choose best alternative from a set of options. There is
no one correct answer for a decision-making group.
2. Group Variables
2.1. Definition
Group variables are network properties such as
number of levels, connectedness, etc. Research
have identified a number of variables which have
relation to or impact on the overall organizational
communication effectiveness and performance.
For example, high degree of cohesion contribute
to improvement in communication and better
chance of achieving the group goal or objective.
2. Group Variables
2.2. Variables in Small Group Vs Big Group
 Size of Group
In small group, members of the group have
the ability to have direct interpersonal, twoway communication with other group
members - become less as the size of group
increases.
Mass communication are normally one-way
communication with no immediate feedback or
impact.
2. Group Variables
i. The Intended Audience
In small group, message are delivered to
limited people (usually predetermined or
specified).
In mass communication, message are
delivered to unlimited people (including
those not intended to receive the
message).
2. Group Variables
ii. Interpersonal – Shepherd & Weschler)
(e.g. Status, Level of Organization Structure)
People who work together in small group
encounter fewer difficulties between members,
show good understanding and high conformity
and satisfaction.
Communication is slower in bigger group as
number of level increases and network becomes
longer.
2. Group Variables
iii. Cohesiveness of relationship
In small group, there is a high level of communication
effectiveness due to close relationship between
members ( such as in a team, task force, etc). In
receiving message, any given person in the audience
react not merely as an isolated personality but also as
a member of various to which he belong and with
which he communicates.
Big group may not stay or stick together. In big group
(masses), it is difficult to measure effectiveness as
‘there is no direct relation with the audience’.
2. Group Variables
iv.
Mutual Dependency
In small group, members are dependent on each
other to perform, lead to better and more
effective communication.
v. Importance of Group Goal
Level of importance determine the need and
frequency of communication. Small group such
as team and task force usually have defined goal
and date line that lead to effective
communication.
2. Group Variables
2.3. Importance of Group Variables
Group variables is an important factor to
consider in determining the group size
for effective communication such as in
building a team or task force.
3. Small Group Networks
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A network is a set of message
processing linkages among a defined set
of people in which the character of the
linkages is specified.
Network build around job requirement.
Structured by social interaction.
Shared goals, interest, responsibility etc.
3. Small Group Networks
3.1. Network Development
 Network begin to form as individual
meet and get to know each other.
 Well-developed network is where all
members of the group participate in
the interaction
3. Small Group Networks
3.2. Stages of Development
Stage 1
Consist of getting acquainted,
expressing initial point of view
and forming linkage relative to
the task at hand, directly
related to the goal of the group.
3. Small Group Networks
3.2. Stages of Development
Stage 2
Conflict phase where task,
roles,
responsibilities
are
considered. At this stage,
expression of different point of
view lead to polarization.
3. Small Group Networks
3.2. Stages of Development
Stage 3 -Emergence phase where group
begin to take on an identity.
Stage 4 -Reinforcement phase where
cooperation among individual in
the group increases
3. Small Group Networks
3.3. Development of Linkages
Phase 1
Phase 2
Phase 3
Phase 3
No
Primary
Developed Integrated
linkages
network
network
network
Harold J Leavitt, 1951
3. Small Group Networks
3.4. Group Communication Network Pattern
Circle
Wheel
3. Small Group Networks
3.4. Group Communication Network Pattern
Chain
All Channel
3. Small Group Networks
3.4. Group Communication Network Pattern
Integrated
3. Small Group Networks
3.5. Types of Network
i. Task Network
Develop more quickly and become stable
sooner than other kinds of network.
ii.Authority Network
Much slower to develop and never reach
the maturity level of the other kind of
network.
3. Small Group Networks
iii. Social Network
Naturally develop ‘within’ an organization
at fast phase and can reach a high level
of network cohesiveness.
iv. Grapevine Network
Naturally occurring networks that are
familiar to ‘all members’ of the
organization.
3. Small Group Networks
v. Formal Network
Communication channel established by the
organization and are accepted by members
of the organization. It is task oriented
communication that follow the authority
chain. Information flow;
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Downward communication (Chain network)
Upward communication (Chain network)
Horizontal communication (Circle network)
3. Small Group Networks
v. Formal Network (continue)
 Centralized Network
Formal network in which info passes through a
central position to control communications
upwards and downwards
throughout
a
business (Y-Chain, Chain & Wheel).
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Decentralized Network
Information is generally passed through to all
members of the organization (Circle & All
Channel).
3. Small Group Networks
vi. Informal Network
Unofficial communication network in an
organization not controlled by management
(Grapevine/Integrated network).
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It is faster than formal channels.
Perceived as more believable and reliable.
It is about 75% accurate.
Employee use the grapevine to acquire the majority
of their on the job information.
4. Leadership & Group Effectiveness
4.1. Statements
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Meeting boring!
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Too many meetings, never enough decisions.
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Meetings can be a complete waste of time if they
are not managed properly.
Are you this type of a Leader!
Three Styles of Leadership Communication
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Aggressive (I Win / You Lose)
* Expressed in a forceful & hostile manner.
* Alienating messages such as you-statements & labelling.
- Blaming other person & accusing them of being wrong/at fault.
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Passive (You Win / I Lose)
* Putting your needs last. Don’t express your thoughts/feeling.
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Assertive (I Win / You Win)
* Clearly expressing what you think, how you feel & what you want.
* Make reasonable requests of other people.
* Avoiding conflict & maintaining good relationships.
4.2. What is Leadership Communication?
Leadership communication (LC) is the controlled,
purposeful transfer of meaning by which leaders
influence a single person, a group, an
organization, or a community. LC uses the full
range of communication skills and resources to
overcome interferences and to create and deliver
messages that guide, direct, motivate, or inspire
others to action.
- Deborah J. Barrett - LC, 2006
4.3. Developing Leadership Communication
i. Brainstorming
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Internal discussion with yourself
- Jotting down subject and ideas related
- Without concern for merit, order or logic
- Attempt to isolate the pros and cons
Well-facilitated brainstorming group session
- Same rules applied
4.3. Developing Leadership Communication
ii.Mind Mapping
 Create visual representation of your ideas
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Write down all the ideas that come to mind
in relationship of a topic or idea.
Avoid filtering, editing or evaluating so mind
roam freely from topic to topic
Later regrouping some topics and removing
others. Start new page of collecting facts and
data of each of the supporting topics
4.3. Developing Leadership Communication
iii. Journalist’s Questions @ 5W + 1H
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Questions that journalists answer when generating
ideas for a story.
Helpful in business communication particularly on
policy, process or procedural topics
Example
- Writing a memo describing a change in co. policy
using the 5W + 1H
4.3. Developing Leadership Communication
What should you write in the memo? - 5W + 1H
 To whom does the policy apply?
 What exactly is the policy? What has changed?
 Why is the policy in place? Why have the changes
been made?
 When does the policy take effect?
 Where would people needing more information,
obtain it?
 How would they obtain it?
4.3. Developing Leadership Communication
iv. Decision Tree (DT)
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DT is a way to break a topic into its parts so that you
can see how the subtopics relate and whether you have
the right support and enough support.
Resembles Mind Mapping, but is more structured and
depends on an internal question-and-answer dialogue to
be most effective.
For instance, in developing supporting topics, you need
data and facts for each topics. Once done the DT, you
have very complete argument and ready to develop
communication strategy to deliver it.
4.4. Six Thinking Hats
This powerful technique, developed by lateral thinking
pioneer, Edward de Bono, will help you to look at
decisions from many perspectives.
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Imagine that you have to wear a series of different
coloured hats, one after another, in order to look at an
issue from every angle.
White Hats
Focus on the data, look for gaps, extrapolate from
history or examine future trends.
4.4. Six Thinking Hats
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Red Hats
Use intuition and emotion to look at problems.
Black Hats
Look at the negative and find reasons why
something may not work. If an idea can get through
this process, it is more likely to succeed.
Yellow Hats
Think positively. This hat’s optimistic view helps you
to see the benefits of a decision, providing a boost
to the thinking process.
4.4. Six Thinking Hats
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Green Hats
Develop creative, freewheeling solutions. There is
no room for criticism in this mode. It is strictly
positive.
Blue Hats
Orchestrate the meeting. You are in control in this
hat. Feel free to invite a new “hat” to speak to keep
ideas flowing.
4.5. 3 Rules of Small Group Meeting Etiquette
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Start on time and end on time.
The leader needs to lead. This means keeping
speakers on point and keeping the progress
going.
Type up and circulate key decisions within
one day.
4.6. Five Rules for Group Effective Meeting
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Listen well and speak if you have something
valuable to contribute.
Creativity is good. Uncooperative criticism is
bad. Compromise is necessary.
Attack the problem or issue, not the person
you disagree with.
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Stay on topic.
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Don’t hold back, bullshit or sugar-coat issues.
4.7. Establishing Emotionally Intelligent Teams
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Teams and groups have emotional moods, and
emotions are contagious.
As a leader, you cannot afford to have a team
whose mood is unhealthy or full emotional conflict.
Therefore, it is critical for a leader to help groups
establish norms that focus on building and
maintaining healthy relationships
4.7. Establishing Emotionally Intelligent Teams
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Benefits of Emotionally Intelligent Team Members
More frequent and effective communication.
Greater self-awareness and self-management among
team members, which leads to decreased conflict, or
healthier conflict.
More trusting relationship, which increases performance.
The ability to address negative emotions before they
become toxic to the team.
Reduced stress and anxiety.
Increased capacity and professional development for all
team members.
4.7. Conclusion
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Mastering the skill of effective communication
is one of the keys to happier, healthier and
joyous relationships with the people you work
with, for instance, in the meeting or group
discussion.
Poor communication often creates tension
and bad feelings within relationships.
As a leader, make work life easier and less
frustrating for all your fellow employees and
help to make your organization more
successful.
Q & A SESSION
GROUP MEMBERS
Majini Bayau
Honorious Raymond
Henry Ebun
Julin Marusid