35 Questions
What undermines the effectiveness of decision-making groups according to the content?
Group Discussion Pitfalls
Group memory is strengthened by social loafing and free riding.
False
What concept refers to the tendency for groups to seek out information that confirms their initial inclinations?
confirmation bias
Group polarization is sustained by the desire to evaluate one’s own opinions by comparing them to those of others through ______ ______ theory.
social comparison
Match the symptoms of Groupthink with their descriptions:
illusion of invulnerability and illusion of morality = A. Rationalizations, stereotypes Closed-mindedness = B. Pressures toward uniformity Pressures toward uniformity = C. Illusion of invulnerability and morality
What is the upper range of group size contingent on, according to the content?
the purpose of the group
Which characteristics define a small group according to the content?
Clear goals, competent members, collaborative climates, and ethical leadership
Groupthink is characterized by a lack of critical evaluation of proposed ideas.
True
______ refers to those that contribute less to the group than other members if they are working alone.
Social loafing
Match the following perspectives with their approach towards organizational communication:
Classical Management Perspective = Emphasize reward-punishment tactics and limited employee participation in decision-making Human Relations and Human Resources Perspectives = Focus on how organizational members relate to one another and encourage employee participation in decision-making
What does external communication refer to?
communication that takes place outside of an organization
Which step involves defining the problem by considering the current undesirable situation, the goal, and the obstacles?
Step 1: Define the Problem
What are the common components of problems mentioned in the content?
An undesirable situation, a desired situation, and obstacles
Too much strategic ambiguity can lead to trust issues within an organization.
True
Match the following steps in the problem-solving process:
Step 1: Define the Problem = Analyzing potential solutions based on credibility Step 2: Analyze the Problem = Generating possible solutions Step 3: Generate Possible Solutions = Defining the problem by considering the current situation, goal, and obstacles Step 4: Evaluate Solutions = Critically evaluating solutions based on their worth and completeness
What are some decision making techniques that group members can use to reach a consensus?
Majority vote, weighing the pros and cons, discussion until a consensus is reached
What are some considerations groups should take before implementing a solution?
All of the above
Delegating decisions means that the group as a whole makes the decision collectively.
False
During the ___________ phase, the group chooses its solution by reaching a consensus, voting, or using some other social decision process.
decision
Match the following decision-making methods with their descriptions:
Delegating Decisions = An individual, subgroup, or external party makes the decision for the group. Plurality Decisions = Members express their individual preferences by voting, either publicly or by secret ballot. Unanimous Decisions (Consensus) = The group reaches unanimous agreement without voting.
What is cognitive closure?
The psychological desire to reach a final decision swiftly and completely; also, the relative strength of this tendency, as indicated by a preference for order, predictability, decisiveness, and closed-mindedness.
According to Robert Baron’s Ubiquity Model, which factors contribute to negative decisional features in groups?
Lack of confidence
Leadership is a form of power over group members.
False
Robert Kelly's theory of followership suggests that followers vary along two dimensions: active/passive and independent/dependent.
true
Match the following types of followers with their descriptions:
Conformist followers = Devoted to the leader, unquestioning, vigorously defend leader Passive followers = Follow without enthusiasm, require continuous monitoring Pragmatic followers = Rank-and-file members, contribute what they can Alienated followers = Critical, sullen, question leader's choices
What is Fiedler's Contingency Model Style Theories focused on?
Fiedler's Contingency Model Style Theories suggest that a leader's success is determined by their motivational style and the favorability of the situation.
Which theory suggests that leadership is an evolutionary adaptation improving the fitness of leaders and followers?
Evolutionary Theory
Women are more likely to adopt autocratic and laissez-faire leadership styles.
False
Transformational leadership involves elevating followers' motivation, confidence, and satisfaction, by uniting them in the pursuit of shared, challenging ____________.
goals
Match the following leadership theories with their focus:
Leader-Member Exchange Theory = Dyadic relationships between leaders and members Situational Leadership Theory = Leadership style based on group developmental stage Transformational Leadership = Elevating followers' motivation and satisfaction Participation Theories = Extends findings on autocratic, democratic, and laissez-faire leadership styles
What is the difference between teamwork and collaboration?
Teamwork refers to a group of people working together to achieve a common goal, while collaboration is a more formalized process in which individuals with different expertise come together to solve a problem or create something new.
What are collaborative work groups?
Groups of people working together on a project or task
What are the advantages of setting collaborative goals?
All of the above
Collaborative work leadership promotes healthy work environments.
True
Match the following collaboration skills with their description:
Communication Skills = Building a collaborative team through effective communication Emotional Intelligence = Understanding others' emotions and communicating with empathy Respect for Diversity = Encouraging collaboration among individuals from diverse cultures
Study Notes
Characteristics of Small Groups
- A small group consists of 3 or more people who share a common purpose, mutual influence, and a shared identity
- Size of the group: a small group typically has 3-20 members
- Types of small groups: task-oriented, relational-oriented, and teams
- Tasks-oriented groups focus on problem-solving, promoting causes, or generating ideas
- Relational-oriented groups prioritize interpersonal connections and strengthening relationships
- Teams are task-oriented groups with a high level of loyalty and dedication to the task and other group members
Advantages and Disadvantages of Small Groups
- Advantages:
- Shared decision-making
- Shared resources
- Exposure to diversity
- Disadvantages:
- One person can be as efficient as a group
- Group interaction can slow down decision-making
- Interpersonal challenges can arise
Group Climate and Morale
- Group climate refers to the tone and quality of group interaction
- Positive group climate and morale are influenced by:
- Participation
- Clear and accepted roles
- Motivation
- Feedback
- A negative group phenomenon is groupthink, caused by high cohesion and/or high conformity pressures
Organizational Communication
- Interactions between interrelated individuals within an organization
- Communication between an organization and its external stakeholders
- Perspectives on organizations:
- Classical Management Perspective: views employees as replaceable parts of a machine
- Human Relations and Human Resources Perspectives: focus on human elements, employee participation, and motivation
- Theory of Bureaucracy: emphasizes hierarchies, division of labor, and centralized authority
Problem Solving
-
A problem consists of three components:
- An undesirable situation
- A desired situation
- Obstacles between the two
-
Common characteristics of a problem:
- Task difficulty
- Number of possible solutions
- Group member interest in the problem
- Need for solution acceptance
-
The group problem-solving process involves:
- Defining the problem
- Background research
- Generation of solutions
- Solution evaluation
- Solution acceptance### Problem-Solving Steps
-
Five steps to solve a problem:
- Define the problem
- Analyze the problem
- Generate possible solutions
- Evaluate solutions
- Implement and assess the solution
Step 1: Define the Problem
- Identify the current undesirable situation
- Determine the goal or more desirable situation
- Identify obstacles in the way
- Groups with high interest in the problem may want more freedom to develop and implement solutions
- Groups with low interest may prefer a leader who provides structure and direction
Step 2: Analyze the Problem
- Discuss the potential causes of the difficulty
- Set out an agenda or timeline for the problem-solving process
- Examples of questions to address ethics violations:
- Why doesn't the city have an ethics reporting mechanism?
- Do cities of similar size have such a mechanism?
Step 3: Generate Possible Solutions
- Pose a problem question to guide the group in generating possible solutions
- Solutions should not be evaluated at this point, only proposed and clarified
- It is okay to question another person's idea by asking clarifying questions
Step 4: Evaluate Solutions
- Critically evaluate solutions based on their credibility, completeness, and worth
- Analyze each solution based on its potential effects, especially negative effects
- Make a set list of criteria for evaluating each solution
- Decision-making techniques, such as majority vote, weighing pros and cons, or consensus, can be used to narrow the list of proposed solutions
Step 5: Implement and Assess the Solution
- Implementing the solution requires advance planning and coordination
- Divide responsibilities and assign roles to group members
- Establish standards for content and formatting expectations
- Set up a system for tracking progress and integrating content
Group Presentations
- Logistical difficulties of group presentations:
- Dividing responsibilities
- Integrating content from different members
- Coordinating schedules and time management
- Tips for successful group presentations:
- Create a master presentation and assign individual speakers
- Practice with visual aids and designate one person to control them
- Determine the length of the presentation and each segment
- Consider the size and layout of the presentation space
Decision-Making in Groups
- Functional theory of group decision-making:
- Orientation phase: define the problem, set goals, and develop a strategy
- Discussion phase: gather information and identify options
- Decision phase: choose a solution
- Implementation phase: carry out the decision and assess its impact
- Social decision schemes:
- Delegating decisions
- Averaging decisions
- Plurality decisions
- Unanimous decisions (consensus)
- Random decisions
- Procedural justice: the perception of the fairness and legitimacy of the decision-making process
- Shared information bias: the tendency to focus on shared information and neglect unshared information
Group Decision Support Systems
- A set of integrated tools to structure and facilitate group decision-making, including computer programs to expedite data acquisition and communication among group members### Cognitive Limitations
- Groups often spend more time discussing minor matters than important ones
- Sins of commission: misuse of information
- Sins of omission: overlooking useful information
- Sins of imprecision: relying on mental rules of thumb (heuristics) that oversimplify decisions
- Groups are prone to shared information bias, where they discuss shared information and overlook unique individual perspectives
- Groups also fall prey to confirmation bias, seeking information that confirms their initial inclinations
Group Polarization
- Groups tend to make riskier decisions than individuals
- Choice-Dilemmas Questionnaire: a self-report measure of willingness to take risks
- Group polarization: the tendency for groups to move towards more extreme positions
- Caused by social comparison theory, persuasive arguments theory, and social identity processes
Decision-Making in Groups
- Defective decision-making processes in groups
- Abilene Paradox: a group decides on a course of action that none of the members individually endorse
- Groupthink: a mode of thinking that people engage in when they are deeply involved in a cohesive group
- Symptoms of groupthink: overestimation of the group, stereotyping of outgroups, direct pressure on dissenters, and self-censorship
- Causes of groupthink: cohesiveness, structural faults, and situational factors
Preventing Groupthink
- Correcting misperceptions and errors
- Improving decisional methods
- Limiting premature seeking of concurrence
- Janis's recommendations to prevent groupthink
Leadership
- Leadership myths: leadership is not power over people, but rather power with people
- Leadership is a reciprocal relationship between the leader and the followers
- Transactional process: leaders and followers work together to achieve joint rewards
- Transformational process: leaders heighten group members' motivation, confidence, and satisfaction
Followership
- Followership styles: conformist, passive, pragmatic, alienated, and exemplary
- Exemplary followers: actively engaged, constructively critical, and willing to invest in the group
- Followers can be trusted to complete tasks with enthusiasm and concern for the group's interests
Leadership Theories
- Trait model: leadership is determined by certain characteristics
- Situational model: leadership is determined by the situation
- Interactional model: leadership is determined by the reciprocal relationships among the leader, followers, and situation
- Leadership substitutes theory: certain features of the situation can fulfill critical interpersonal and task functions, reducing the need for a leader
This quiz assesses knowledge on communication skills in groups and organizations, including group size and communication techniques.
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