Term Paper on "Small Group Communication"

Term Paper 7 pages (1930 words) Sources: 2 Style: APA

[EXCERPT] . . . .

Group Communication

Small Group Communication

Group Communication and Decision-Making Methods

This paper provides an introduction to group-decision making methods and models. It provides a review of the best decision-making strategies groups can utilize to realize effective solutions to complex problems, and explains how problem-solving methodology is utilized to reach consensus decisions among small groups.

Overview of Group Decision-Making Methods

There are many decision-making models and methods applied in group settings. These models, used by teams, can allow teams to make choices with intent about which alternative may be the best option for any decision confronted by the group at hand (Foundation Coalition, 2007). Small group decision-making methods are affected by multiple factors including individual and group cognitive and affective bias or stereotypes (Johnson & Johnson, 2000; Foundation Coalition, 2007). Group decisions are also contingent on the manner in which groups are established. As we will discuss in this paper, traditionally theorists have relied on seven group decision-making models or methods one can apply to the small group or any group decision-making setting.

The Foundation Coalition, an organization committed to effective group decision-making, describes these seven processes developed by Johnson & Johnson (2000) that an organization or team can use to make the best decision possible regardless of a situation. Each of these methods can be adopted to allow consensus decision-making, decision-making by majority or minority vote, decision-making by authority or many combinations thereof. There are positive and negative consequences of each type of decision-making elected by the small group. To maximize the potential for successful or positive output, an organizational or group leader must consider these consequences before establishing a group decision-making model.

Best Decision-Making Tactics

In any given situation, as in choosing the best possible policy or procedure for controlling business operations, or for establishing rules about sick leave for example in an organization, the best decision-making tactic is the decision method that provides the most value for the greatest number of people affected by the decision (Johnson & Johnson, 2000). The best decision is often described as one that is derived from group consensus rather than individual interpretation or analysis, one that provides an answer to a lingering problem, and one that addresses a team's objective and is based on information gathered from every member of the group (Foundation Coalition, 2007).

In all group settings it is virtually impossible to ensure the complete satisfaction of all group members. However, through consensus decision-making, all group members are allowed to provide input from which a final solution to a problem is created. This may require some members of the group give up certain values or opinions to reach a mutually beneficial compromise that will better the good of the whole rather than any one or two individual team members.

Problem-Solving Methodology in Group Settings

Problem-solving methodology is often applied in group settings to facilitate discovery of an acceptable solution quickly and without too much time or wasted effort involved. There are multiple effective problem-solving methodologies that one can utilize in group settings. Problem-solving tools are helpful for all members of a group, but notably for the facilitator or initiator of a group meeting and for leaders of a group. The problem-solving method typically involves many steps, including: (1) defining the problem requiring a solution; (2) defining the criteria the group will use to solve a problem; (3) prioritizing the criteria so that important items are addressed and resolved first; (4) recognition and definition of proposed solutions and (5) evaluating the solutions available compared with the solution criteria established in step two (Intrax, n.d.).

Problem-solving methods are often utilized in group settings to establish a framework from which team or group members can resolve a problem, whether unanimously or by consensus agreement. Problem-solving methodology often is utilized in instances where a group leader, team leader, supervisor or facilitator initiates a discussion to resolve a given problem (Intrax, n.d.). Once a facilitator or leader presents a problem, members of the group can easily be encouraged to provide multiple solutions to the problem, using various tools including brainstorming. Once ideas are presented for solving problems, group members can then decide by majority vote or consensus which solutions are most likely to yield the best possible results. As an alternative, the facilitator may ask the group what their opinions are and what criterion should be established and in what order, but ultimately make the final decision about a group problem.

Prioritization of criterion is critical to the problem-solving method when applied to small group constructs, because even if solutions to all aspects of a problem are not reached, one may feel relatively confident that the most important parts of a problem are solved satisfactorily.

Cooperative and Competitive Group Resolution

There are many types of decision-making choices as described by Johnson & Johnson (2000); these include: (1) decision-making by authority; (2) decision-making from experts or a single exert within a group; (3) decision-making through averaging, where each team member contributes their opinion, and that opinion is subsequently averaged to derive a conclusion; (4) decision by an authority following discussion with members of the team; (5) decision-making through minority, where members constituting less than half the population of the team lead to a consensus; (6) popular vote decision-making; and (7) decision through uniform agreement, communication or consensus (Johnson & Johnson, 2000; Foundation Coalition, 2007).

The last of these methodologies, decision-making through collaboration and uniform agreement, is the decision-making method least likely to result in conflict, because by definition it requires all members of a team to come to a unanimous decision about the best possible solution to a problem. Authoritarian decision-making can lead to conflict if a leader of a group fails to ask group members what their ideas and opinions are of a solution to a group problem.

Averaging of team members preferences may reduce conflict, but is still likely to leave some members of the team dissatisfied with the final result. Despite this, most team members would be hard-pressed to argue that this method is unfair, unless the group is inadequately represented by a homogenous population of people. This is one reason diverse groups often make cooperative decisions (Johnson & Johnson, 2000) because they are better able to bring about new and alternative solutions to problems that might not otherwise be considered. They are also more likely to consider cooperative group resolution tactics vs. competitive ones.

Any time an organization or managers places a majority vs. A minority in a small group setting against each other, conflict is likely to arise. Opinions are more likely to be heavy-headed and heated debates are more likely to ensue (Johnson & Johnson, 2000). This is why in most cases organizations and managers, as well as individuals, most often benefit through collaborative or consensus related agreements. At the very minimum each member of a team should feel their opinions or proposed solutions are considered fairly and objectively before accepted or dismissed by the group or the group decision-maker in any business or non-business setting.

Describe Group Issues in Creative Problem Solving

Creative problem solving presents more problems often than do traditional problem solving in part because members of a team are encouraged to elaborate on often diverse and abstract concepts, themes and feelings that may influence the final decision made by a group (Katzenbach & Smith, 1992). Group issues that may arise include differences of approach, differences of objectives or goals and differing theories as to the best way to collaborate to product the best result. In such cases, it is often beneficial to appoint an individual member of the group as the group "leader" or mediator to help interpret individual team members ideas about problem-solving so that either: (a) a group consensus can be realized or (b) the appointed leader can decide which solution will best solve the problem at hand (Katzenbach & Smith, 1992).

Creative problem-solving often involves brainstorming, a refreshing tool for introducing plausible solutions, but one that also requires each member of a team to take time to ascertain the positives or negatives of a decision and the potential outcome of said solutions. Creative problem solving while complicated at times can also enhance a group's ability to maximize its output, because it encourages heterogeneous thought and communication processes so new and important ideas or solutions become available to problem solvers (Katzenbach & Smith, 1992).

Behavior in Group Settings

In a small group setting group processes that require improvement include situations where full group participation is not realized, especially when a majority vote is required for consensus. Other examples of situations where small group processes require improvement include those where unresolved arguments or conflicts exist that prevent group members from communicating clearly and addressing relevant issues at hand (Johnson & Johnson, 2000). In a small group process it is best not to consider certain members of a group or the majority as "winners" compared to the minority that may lose as "losers" as stated by Johnson & Johnson (2000) for this may "reduce the quality… READ MORE

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