Creativity & Cohesion

In a study completed by Robert Moore, an experiment was conducted to find the results of cohesion on levels of group creativity. Although the study is a bit out-dated, the results were still very relevant to current small group communication. The study showed that groups who have higher cohesion levels gave more creative answers when asked to critique music and artwork. A potential reason for this is that high cohesion reduces the risk of negativity among group members thus making it a more inviting environment to share ideas. The final findings showed that group work does not necessarily lead to increased group creativity. According to the study the group must be cohesive in-order for it to work effectively. Cohesion can be great but if it goes to far it can lead to groupthink which will in turn eliminate creativity.


Moore, Robert M. 1997. The positive effects of cohesion on the creativity of small groups.International Social Science Review. Vol. 72 Issue 3/4, p84.

Small Group Negotiations

Over the years, technology and education have gone hand in hand. As the students grow, so do the ways they communicate amongst one another. Since most students today interact using technology and text based means, many of the nonverbal cues and face to face subtleties are lost in the mix. Simple things like head nods and facial expressions are replaced by other cues through text.

Instead of focusing so much on what’s missing, students should look to the resources they have in front of them and what is available. Immediacy, or the communicative behaviors that reduce the physical or psychological distance between individuals, allows students to still keep communication fresh and moving. Immediacy is the ability to also keep the same intimacy between group members by using humor and small talk while still having serious discussion. By getting that out of the way in the very beginning, members will feel more comfortable discussing important matters without feeling too separated.

Some examples of effective online communication include empathizing with your fellow members. When another student is confused or irritated with something that involves the task at hand, help them out. Talk them through it and try to move on while still remaining patient and supportive. When a group member says something, try not to let them hang for a while either, as this could put them under the impression that they didn’t say the right thing or that they are being ignored. By doing so, you waste the rest of the group’s discussion time.



Supportive words and comments also help the rest of the group. Even at the beginning of the meeting, it is always helpful to start off with a “hey glad everybody is here” or “can’t wait to start”. When the others see this, they will have enough of a morale boost that the actual work will not seem to drag on as much. Also by sending out the positive message to the rest, those who were reluctant to speak before the meeting will be more motivated and want to voice their opinions and ideas openly and without any reserve.


Paulus, Trena M. "Online but Off-topic:negotiating Common Ground in Small Learning Groups." Instructional Science 37.3 (2009). Print.

Dialectical Tensions

Every group experiences different types of dialectical tensions. In a study conducted by Gloria J. Galanes, it was determined that there are three main types of dialectical tensions that were most experienced. They are: leader-centered/group-centered control, task-nontask concerns, and process-outcome focus.



•Leader-centered/Group-centered control - This tension lies with leadership problems. The leader of the group may or may not be respected among the other members, and there may be somewhat of a battle for a leader to emerge. The overall goal of the leader is to make sure the group has control of the task, but first they must take control of the group. This can be easier said than done and sometimes you may not make everyone happy in the process. One participant in the study had this interesting quote: "Sometimes you have to be more controlling than you want to be, [because] there’s nothing more frustrating to a group, in my personal opinion, than to allow them to flounder and wander around."



•Task-Nontask concerns - This tension is about group members' need for staying on task, while at the same time having ample down-time to enjoy themselves. This can be tricky at times for the leader because there is an unsteady balance between the two. Giving members too much time to digress may aggravate members who feel their time is being wasted, while too little down time may stress the group out or overwork them. As it was stated in the study, allowing members enough free time while in the group setting allows new ideas to "germinate."

•Process-Outcome focus - There is also a tension between the final outcome of the group task and how the group members get there. As we have discussed in our Small Group Communication class, even being in the most awful groups can result in a learning experience. In the end the journey is just as important as the destination.

These three types of dialectical tensions exsist in most groups. They are not necessarily negative tensions, but they do exsist, and being able to identify them can make you a more effective leader or group member.

Have you ever had a group leader who took too much or too little control? How did that effect your group as a whole?

Sources:
Gloria J. Galanes, 2009. Dialectical Tensions of Small Group Leadership. Communication Studies. http://web.ebscohost.com/ehost/detail?vid=3&hid=103&sid=3fe28581-2daa-442f-a0e6-8f157842ec69%40sessionmgr113&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=a9h&AN=44874249

Five Tips for an Effective Group Experience

At one time in your life you have undoubtedly been in a group that was anything but effective. If you've never experienced an ineffective group consider yourself one of the lucky ones. Ineffective groups can be incredibly frustrating, but with the use of some helpful tips, you may never have to experience a bad group experience again!


In the article writen by Violeta Navickiené and Sigita Pevcevičiūtė they provide different things you can do to become an effective group member or group as a whole. In this blog we will be focusing on the parts of the article that we feel would be most helpful to anyone in a small group setting. We have broken this blog down into five of the most imporant things you need to know regarding group effectiveness.

• It is most conducive to you and your group to have a clear understanding of the group charge(ultimate goal of the group), which you can break down into smaller goals to make it easier to accomplish. If any member of the group is having trouble understanding anything in the group it is important to have clear communication between members.Openess in the group allows members to share their imput or concerns without fear of personal ridicule.

• It is importnat not only to have good communication skills but to also have an understanding of what makes a team effective. This includes: quality leadership, cohesion, effective conflict resolution, efficient meetings, etc. Make sure all members of your group understand what it means to be an effective group.

• If given the option of choosing your own group members it is important to realise what roles will be needed and choose people that have the best skills to get the job done. In the case where you did not get to choose your own members determin what skills your group members have and assign jobs accordingly.

• The first stage of the group, the "forming" stage, can be a rather uncomfortable time for the group. During this stage, it is normal to experience some form of conflict, which can be viewed as positive or negative. The memebers of the group who are faced with the conflict must handle the situation in an appropriate manner so that the group may grow and move forward. The best course of action would be to collaborate so that both parties involved reach a happy medium.



• Cohesion is typically a great attribute in any group, but there are times when you may be faced with "too much of a good thing." Too much cohesion can rapidly turn into something known as "groupthink," which is very dangerous for the progress of a group. Groupthink occurs when all members seem to agree on a subject without hesitation. It is essential for members to occasionally disagree so that new ideas may be brought forth.

The parts of this article that we have discussed reflect on what we have studied in our Small Group Communication class.

Have you ever been in a group situation where one or more of the tips listed above have been missing or done ineffectively? How did your group handle it?

Sources:
Navickiené Violeta and Pevcevičiūtė, Sigita. (2009). Tiltai / Bridges; 2009, Vol. 45 Issue 1, p83-91, 9p. Retrieved from http://web.ebscohost.com/ehost/pdf?vid=4&hid=12&sid=b37fca59-bf8a-492d-898c-5417448fb233%40sessionmgr12

What kind of leadership causes tensions?

We have all been part of a small group that has some dialectical tensions. But wait? What does that mean? According to Gloria Galanes’ article “dialectical tensions of small group leadership”, these are defined as the dynamic contradictions and the “the pull of opposing forces that are desirable but mutually negate one another” (Galanes 2009). Basically, this means the normal problems we face when we are dealing with others in a small group.

Galanes study came across a couple reasons that lead to tensions in a group dynamic. First, which was extremely consistent with all participants, was the tension surrounding the decision for who leads the group. This tension is pulled taught between the leader him/herself, and the other group members. This generally happens when the leader is either making too many decisions, or giving too much control to the other members. Galanes (2009) states that “Leaders should contribute but must not stifle the group’s ideas—especially difficult when the leader has a strong power position in the group”.

The next tension that often occurs in a group setting is the idea of task/non-task activities. This is basically the fine line between having too much unproductive fun in a group, and working in a sterile, boring, and bland environment. Both ends of this spectrum can lead to tensions as well as limited productivity. Being a good leader is to be able to balance this phenomenon. Galanes (2009) saw that “Several leaders tended to stifle digression quickly, but they also believed allowing digression helps ideas germinate”.

To defeat these tensions, leaders must be able to keep a watchful eye on the responses from group members, and be able to balance their control/separation of power, and task/non-task oriented activities.

Have you ever experienced tensions in this area? Was it because you were a leader or a group member? How did you manage to find balance in the group?



source: Galanes, G. (2009). Dialectical Tensions of Small Group Leadership. Communication Studies, 60(5), 409-425. doi:10.1080/10510970903260228.

photo: http://i.zdnet.com/blogs/bad-leadership-causes-failed-it.jpg

Computer Mediated Communication Conflict

Conflict is a very touchy subject in all groups, whether it be online or face-to-face. Conflict is a very important part of communication and you will most likely face conflict in a small group at one point or another. The question is whether or not you handle the conflict correctly. In a study by Ana Zornoza, Pilar Ripoll, and José M. Peiró, it was found that negative conflict is more prevalent in computer mediated communication, rather than face-to-face. Our speculation as to why that study came out the way it did? Anonymity.

In an article by David Davenport found in Communications of the ACM, it was stated that "if people remain anonymous, by definition, they cannot be identified, making it impossible to hold them accountable." Basically, this means that if people remain unknown online, they will most likely say what they are thinking more often than not. Davenport says "Anonymity seems to offer a cheap and easy way to speak out against authority."

In a face-to-face setting, most people may not speak up when something is upsetting them or when they disagree with an idea. If they do disagree, they will most likely shy away from using negative conflict resolution compared to if they are in an online setting where their identity is unknown. Even if their identity is known, they have the advantage of not confronting that person face-to-face, making negative conflict resolution a much more appealing option.

One way to solve this problem of conflict in an online setting would be to use something called "I-Statements." In an Interpersonal Communication class with Professor Bia Bernum one of our group members had at Mansfield University, they learned that it is better to use the word "I" when dealing with conflict. For example, "YOU need to step up your work" becomes "I feel like you could perform better." This way, the message doesn't seem like a personal attack. Instead it just sounds like constructive criticism.

What other ways do you think you could resolve conflict online - without being hostile?


Davenport, David. (2002). Anonymity on the Internet: Why the Price May Be Too High.Full Text . Communications of the ACM. p33-35.

Ana Zornoza, Pilar Ripoll and José M. Peiró. (2002). Computer-Mediated Communication
Conflict Management in Groups that Work in Two Different Communication Contexts: Face-To-Face and Computer-Mediated Communication. Small Group Research. p481-509.

Professor Bia Bernum, Mansfield University, 2009.

Taming the Lion... or should I say... problematic group member

With almost every small group task comes a bigger task… dealing with a problematic group member. Problematic group members can easily take focus off the task at hand, and make communication within the group difficult. According to Nancy Eckstein’s article “Making a Lion into a Pussycat”: Working with Difficult Group Members, it is important that a debriefing happens after a negative group experience, so that the issues can be addressed and corrected.


When we are in college, we work in many small groups. Often, there is not enough time to take a step back and realize what went wrong in a group. From personal experience, getting the assignment done has been seen to be the main goal. Since this is a typical trend, small group work can be regarded as an annoyance and a bothersome way to get tasks done.



Debriefing, or looking back at a group experience will help you and your small group realize what improvements can be made (Eckstein 2005). Having to turn a “loin” or a bothersome group member into a “pussy cat” should not diminish your outlook on group activities. Every group that you encounter will likely have some sort of problems. Don’t get scared! Realize these issues, take care of them, and get on with your tasks!

Our next post will include Eckstein’s explanation of how to tame a problematic member! Make sure to check back!



Eckstein, N. (2005). “Making a Lion into a Pussycat”: Working with Difficult Group Members. Communication Teacher, 19(4), 111-115. doi:10.1080/14704620500289041.

Starting Groups..For Dummies

We've all been in at least one group before in our educational careers, but have you ever thought about how the group dynamics were formed? We came across an article by JS Atherton describing Tuckman's model for the formation of groups. Knowing how groups form will help you prepare for the next time you need to work in a small group by breaking down the steps involved and actions expected from the individuals.

The model consists of 4 stages:



1.) FORMING - This is the first stage in Tuckman's model for group development. This stage is where members first come together and begin forming relationships. Some shy members will remain reserved and quiet for this portion of the group process, while more outgoing members may emerge as group leaders. For our group, this stage meant getting to know each other's strengths and weaknesses and determining group roles.



2.) STORMING - This is the most uncomfortable stage in the group process, according to Atherton. During this stage, members may face a struggle for power and leaders who emerged during the forming stage may not retain their position. Many arguments may occur during this stage as well. For our group this meant reestablishing leadership positions after a rocky start. This also meant recognizing weaknesses within the group and compensating for the weaknesses.


3.) NORMING - During this stage, group norms are determined. The group gains its identity. This might include coming up with a group name or something that makes the group become a whole. For us, this meant taking a group photo, coming up with a group name, and designating group roles.





4.) PERFORMING - This is the most obvious stage. It's time to get the work done!










Have you ever been in a group situation where this model didn't apply? What was your unconventional group like?



Sources:

- Atherton, J S (2009) Learning and Teaching; Group Development [On-line] UK: Available: http://www.learningandteaching.info/teaching/group_development.htm
Accessed: 17 February 2010
- Tuckman, B (1965) "Developmental Sequence in Small Groups" Psychological Bulletin 63 pp. 384-399
- Group Development. http://www.learningandteaching.info/teaching/group_development.htm

Cross-Cultural Leadership

Today we had a visitor in one of our MU communications classes, who provided us with an extremely insightful lecture on marketing and Internal PR. She works for a major fortune 500 company, and is currently working on a 40 million dollar project. One of her main objectives was to be able to communicate with almost 30,000 employees across the globe. Only about half of those employees actually worked in the U.S., with other large numbers of them in China, Europe, South America, and Africa.

This inspired our group to write a blog post on the importance of group leadership in a cross-cultural environment. Working with different cultures can be extremely difficult due to customs, cultural perceptions, stereotypes, and the possibility of offending someone of a different culture. The article “Cross Cultural Leadership” by John Frost and Mark Walker, as featured in Engineering Management explains that “many core leadership attributes will set you in good stead anywhere in the world (for example, honesty, trustworthiness, decisiveness, intelligence, positivity, being a good communicator)” (Frost, Walker , 2007).

In addition to these core values a good leader must hold, there are 6 Ideas that Frost and Walker suggest when working in a cross-cultural environment.

1. Prepare – one of the most important things you can do is prepare for a situation where you may have been unfamiliar. For example, if you are traveling to Japan for a meeting, it would be wise to learn as much as you can about the culture, and what you have to do to have positive perceptions from others. Another idea is to prepare yourself to be tolerant of ambiguous situations, where you should be learning as much as you can about the situation

2. Preserve – Frost and Walker stress how important it is to keep empathy for others in situations where their needs and desires may be different from yours. There will most likely be some differences in any type of cross communication, so keeping doors open to their values and ways will keep you in a positive light.

3. Research, Respect, Understand – Just like in the first category, researching the culture you are about to be working with will make it more likely for positive interaction than not knowing anything. This section also talks about reaching out to find a mentor who may be able to guide you through this research, so that you will do it in the most transparent way possible. For example, if you are going to Europe, try to find someone in your company who might have visited or may know something about the location before you go.

4. Don’t substitute technology for face-to-face interaction. This was an important point that we learned from the marketing director today in class. She worked on implementing a global closed circuit television broadcast for the entire corporation, but it did not go over as well in each country. The C.E.O. was still expected to visit the global locations, and his face-to-face time was most highly respected in China.

5. Be aware - Frost and Walker really stress the importance of self-awareness, especially to your own strengths and weaknesses. Challenging yourself in situations that may be more out of your reach can be beneficial to yourself, but can also get you in trouble if your communication is not effective enough. Use your strengths when you can, and work on your weaknesses in your own time.

Source:

Frost, J., & Walker, M. (2007). Cross cultural leadership. Engineering Management, 17(3), 27-29. doi:10.1049/em:20070303.

Deadly Meetings!

Ever sit through a meeting and wonder why the heck you had to be there? We have too! Entering the workforce, it's important to be a step ahead your competition. Offerring your boss some of this advice might help you out. We found this article by Eric Matson from Fast Company Media Group titled The Seven Sins of Deadly Meetings and we figured we'd share!

Sin #1 - People don't take meetings seriously. They arrive late, leave early, and spend most of their time doodling. Remember meetings are part of work, too. Matson offerred this advice - "the phrase 'Meeting's over, let's get back to work' is the mortal enemy of good meetings."

Sin #2 - Meetings are too long. They should accomplish twice as much in half the time. We totally agree with this one! Matson says meetings should never last more than 90 minutes.

Sin #3 - People wanter off the topic. Participants spend more time digressing than discussing. STICK TO THE AGENDA, PEOPLE! Side conversations can be so annoying. To help with this one, check out Robert's Rules of Order - a must for anyone wanting to keep their meetings effective! This might help you out: http://www.robertsrules.org/

Sin #4 - Nothing happens once the meeting ends. People don't convert decisions into action. Here's an "aha" moment - Matson says "people leave meetings with different views of what happened and what's supposed to happen next." Keeping minutes and making them available to all parties involved will help you out immensely!

Sin #5 - People don't tell the truth. There's plenty of conversation, but not much candor. Matson offers this as the reason: "People don't feel secure enough to say what they really think." To help with this, he offers the advice to embrace anonymity, perhaps through the use of computer software.

Sin #6 - Meetings are always missing important information, so they postpone critical decisions. The article suggests having enough space in your meeting room to store records and information.

Sin #7 - Meetings never get better. People make the same mistakes. Pay attention to how the meetings are being run. Don't let things slide, if people are ruining the meeting, point out their actions so they can make a change!

Here's a little video you might be able to relate to =]

Hopefully this information can help you get a leg up on your competition in the workplace. Catch ya next time, guys!

Sources:

Matson, Eric. "The Seven Sins of Deadly Meetings." http://www-english.tamu.edu/pers/fac/muana/meetings.pdf. Fast Company Media Group.

Roberts Rules of Order. http://www.robertsrules.org/

YouTube video. http://www.youtube.com/watch?v=OQFfw-Wh-4E

Effective PowerPoints

Hey guys! – We know you’ve all used PowerPoint before at one time or another in your high school or college education, but did you ever think about how effective your presentation was? We found these tips from Jeff Wuorio on Microsoft’s website on the Do’s and Don’ts of PowerPoint!

1.) Hold up your end with compelling material – Make sure you have great slides in your presentation, but ya gotta make sure that what you’re SAYING is just as good! We liked this quote from the article: "PowerPoint doesn't give presentations — PowerPoint makes slides," says Matt Thornhill, president of Audience First.

2.) Keep it simple – Those flashy animations and overwhelming slides were okay in high school, but in the real world, keep it to a minimum! “Some authorities suggest no more than five words per line and no more than five lines per individual slide,” Wuorio says.

3.) Minimize numbers in slides – Lots of numbers on the screen will make many in your audience lose interest, only use numbers when you have to… and try to use pictures, charts, or graphs wherever you can!

4.) Don’t parrot PowerPoint – This one is a real pet peeve of ours. I’m sure you’ve been watching a speech where the speaker seems to be reading you a story – Don’t just read what’s on the screen, people!

5.) Time your remarks – give everyone a sec to check out the new slide before you start talking. Let the images sink in for a more compelling effect.

6.) Give it a rest – put up a blank slide every once in a while and
move the people with your words. =]

7.) Use vibrant colors – make sure the audience is looking at something eye-catching.

8.) Import other images and graphics – add in some video or other effects outside of just WordArt…

9.) Distribute handouts at the end – not during the presentation – Do you really want to speak to the tops of people’s heads as they read your handout? Didn’t think so.

10.) Edit ruthlessly before presenting – watch your presentation as if you’re an audience member. Bored? They probably will be, too.

Here's a video you might wanna check out, too.

There ya go, guys! Hopefully this helps you out next time you’ve got a presentation coming up, in a club, organization, or in the workplace. PowerPoint can be an awesome tool, as long as you use it right!


Sources: PowerPoint Tips – 10 Do’s and Don’ts. Jeff Wuorio. http://www.microsoft.com/smallbusiness/resources/ArticleReader/website/default.aspx?Print=1&ArticleId=Powerpointtips.

YouTube Video - http://www.youtube.com/watch?v=8BP2HlNmRJ4

Hello World!

First off, on behalf of our group, we would all like to thank you for reading the first in a series of blog posts dedicated to helping you get a foothold in your search for a job outside of school. This is meant for any senior planning on graduating and taking the next step in life. Intimidating as it may be, there are ways of making the jump seem a lot less perilous and easier to manage. First things first, introductions are in order. We are part of Small Group Communications, a class offered at Mansfield University in Pennsylvania. Our assignment is meant not only to help you the reader, but also for us to get started on career planning of our own.

Our group consists of…

Ryan- A Liberal studies major with a minor in music who plans on going to Seminary to become a pastor.

Lacy- Mass Communication major with an emphasis in Public Relations and a minor in Organizational Communications. She plans on graduating in 2011 and moving on to become an event planner.

J.- A senior Mass Communication major with emphasis in Public Relations who hopes to get a job in advertising and broadcasting.

Whitney- Liberal Studies major with a double minor in Leadership and Marketing who graduates this semester. After graduating, plans are set to work as a marketing editor for a prestigious marketing firm.

Dan- A senior Organizational Communications major with minors in both English and Creative writing who graduates next year. Dream job would be a musician, but realistically any job in radio or music management would work too!

Ozzy- A Mass Communication major with emphasis in broadcasting.