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Why You Need This New Edition, i
Copyright, iv
Preface, xxi
About the Authors, xxxi
Chapter 1. Introduction to Group Communication, 1
Succeeding in Groups, 2
Case Study: The Study Group Dilemma, 3
Defining Group Communication, 4
Three or More Members, 4
Interaction, 6
Common Goal, 6
Interdependence, 7
Working, 7
The Nature of Group Communication, 7
The Group Communication Process, 7
Theory in Groups: Systems Theory, 9
Groups as Systems, 10
Groups in Balance . . .: Create Synergy, 11
Types of Groups, 11
Advantages and Disadvantages of Working in Groups, 13
Advantages, 13
Virtual Groups: From Email to EMS, 14
Disadvantages, 16
Balance: The Guiding Principle of Group Work, 16
Groups in Balance . . .: Link Theories, Methods, and Tools, 17
Group Dialectics, 17
Theory in Groups: Relational Dialectics Theory, 19
Groups in Balance . . .: Empower Members, 21
Ethics in Groups: The National Communication Association Credo for Ethical Communication, 22
Ethics and Group Communication, 22
Summary Study Guide, 23
Key Terms, 24
Critical Thinking about the Case Study: The Study Group Dilemma, 24
Group Work: It Was the Best of Groups; It Was the Worst of Groups, 25
Group Assessment: Essential Group Elements, 26
Notes, 26
Chapter 2. Group Development, 28
Group Development Stages, 29
Forming Stage, 29
Storming Stage, 30
Case Study: Nice to Meet You, Too, 31
Norming Stage, 32
Performing Stage, 32
Adjourning Stage, 33
Theory in Groups: Group Development Theories, 33
Group Stages at Work, 34
Group Goals, 34
Groups in Balance . . .: Socialize Newcomers, 35
Goal Theory, 36
Developing Group Goals, 36
Hidden Agendas, 38
Group Norms, 39
Types of Norms, 39
Conformity, 40
Nonconformity, 41
Ethics in Groups: Ethical Group Norms, 42
Characteristics of Effective Groups, 44
Groups in Balance . . .: Change Norms as Needed, 44
Virtual Groups: Developmental Tasks, 45
Summary Study Guide, 46
Key Terms, 47
Critical Thinking about the Case Study: Nice to Meet You, Too, 47
Group Work: Classroom Norms, 48
Group Assessment: How Good Is Your Goal?, 49
Notes, 49
Chapter 3. Group Membership, 51
Followership, 52
Member Needs, 52
Maslow’s Hierarchy of Needs, 52
Case Study: Taming Tony the Tiger, 53
Schutz’s Theory of Interpersonal Needs, 54
Member Roles, 57
Group Task Roles, 58
Theory in Groups: Team-Role Theory, 59
Group Maintenance Roles, 60
Self-Centered Roles, 61
Member Confidence, 62
Communication Apprehension, 62
Groups in Balance . . .: Adapt to High and Low Apprehensives, 63
Strategies for Reducing Communication Apprehension, 64
Virtual Groups: Confidence with Technology, 65
Strategies for Helping Apprehensive Members, 66
Member Assertiveness, 67
Groups in Balance . . .: Curb Compulsive Talkers, 68
Balancing Passivity and Aggression, 68
Ethics in Groups: The Ethics of Assertiveness, 69
Assertiveness Skills, 70
Groups in Balance . . .: Know When to Say No, 70
Summary Study Guide, 71
Key Terms, 72
Critical Thinking about the Case Study: Taming Tony the Tiger, 72
Group Work: Meeting Member Needs, 73
Group Assessment: Personal Report of Communication Apprehension (PRCA-24), 74
Notes, 75
Chapter 4. Group Diversity, 76
Heterogeneous Groups, 77
Case Study: No Offense Intended, 79
Barriers to Understanding Others, 79
Ethnocentrism, 79
Stereotyping, 80
Prejudice, 81
Discrimination, 81
Personality Dimensions, 81
Groups in Balance . . .: Seek Intellectual Diversity, 82
The Big Five Personality Traits, 82
The Myers-Briggs Type Indicator®, 82
Groups in Balance . . .: Value Introverts, 84
Adjusting to Personality Traits in Groups, 86
Cultural Dimensions, 86
Individualism–Collectivism, 86
Power Distance, 88
Uncertainty Avoidance, 88
Masculine–Feminine Values, 89
High Context–Low Context, 90
Monochronic Time–Polychronic Time, 91
Gender Dimensions, 91
Virtual Groups: Cultural Diversity in Cyberspace, 92
Theory in Groups: Muted Group Theory, 93
Groups in Balance . . .: Give Men and Women Equal Time, 94
Generational Dimensions, 94
Groups in Balance . . .: Adapt to Generational Differences, 95
Religious Dimensions, 96
Groups in Balance . . .: Promote Religious Literacy, 97
Ethics in Groups: The Golden Rule May Not Apply in Diverse Groups, 98
Balancing Group Diversity, 99
Summary Study Guide, 99
Key Terms, 100
Critical Thinking about the Case Study: No Offense Intended, 101
Group Work: Identifying Cultural Dialectics, 102
Group Assessment: Group Diversity Awareness Questionnaire¹, 103
Notes, 104
Chapter 5. Group Leadership, 107
What Is Leadership?, 108
Case Study: The Leader in Sheep’s Clothing, 109
Leadership and Power, 110
Types of Power, 110
The Power of Power, 110
Becoming a Leader, 111
Designated Leaders, 111
Ethics in Groups: Leadership Integrity, 112
Emergent Leaders, 113
Strategies for Becoming a Leader, 113
Leadership Theories, 114
Trait Leadership Theory, 115
Styles Leadership Theory, 116
Situational Leadership Theory, 117
Theory in Groups: Functional Leadership Theory, 118
Transformational Leadership Theory, 121
The 5M Model of Leadership Effectiveness, 123
Model Leadership Behavior, 124
Motivate Members, 124
Manage Group Process, 124
Make Decisions, 125
Mentor Members, 125
Diversity and Leadership, 126
Gender and Leadership, 126
Virtual Groups: Sharing Leadership Functions, 127
Cultural Diversity and Leadership, 128
Groups in Balance . . .: Rely on the Two Sides of Leadership, 128
Summary Study Guide, 129
Key Terms, 130
Critical Thinking about the Case Study: The Leader in Sheep’s Clothing, 131
Group Work: The Least-Preferred-Coworker Scale, 132
Group Assessment: Are You Ready to Lead?, 134
Notes, 135
Chapter 6. Group Motivation, 137
The Role of Motivation, 138
Member Motivation, 138
Case Study: Veni, Vidi, Vici, 139
Motivating by Meeting Member Needs, 140
Motivating Diverse Personality Types, 141
Theory in Groups: Expectancy-Value Theory of Motivation, 143
Group Motivation, 143
Groups in Balance . . .: Motivate Culturally Diverse Members, 144
A Sense of Meaningfulness, 144
A Sense of Choice, 145
A Sense of Competence, 146
Groups in Balance . . .: Motivate Apathetic Members, 147
A Sense of Progress, 147
Assessment and Feedback, 147
Virtual Groups: Mediated Motivation, 148
The Role of Assessment, 148
The Role of Feedback, 149
Rewards, 151
Extrinsic and Intrinsic Rewards, 151
Objective Rewards, 152
Groups in Balance . . .: Use Power to Reward, 153
Effective Rewards, 153
Groups in Balance . . .: Reward Members with Affection, 155
The Role of Punishment, 156
Ethics in Groups: Using Power and Punishment, 156
Summary Study Guide, 157
Key Terms, 158
Critical Thinking about the Case Study: Veni, Vidi, Vici, 158
Group Work: The Engagement Index, 159
Group Assessment: Group Motivation Inventory, 160
Notes, 161
Chapter 7. Verbal and Nonverbal Communication in Groups, 162
Two Essential Tools, 163
Language and Meaning, 163
Denotation and Connotation, 163
Levels of Meaning, 164
Team Talk, 164
The Dimensions of Team Talk, 164
Case Study: How to Sink the Mayflower, 166
Use “I,” “You,” and “We” Language, 167
Language Challenges, 167
Language Difficulties, 167
Language Differences, 169
Ethics in Groups: Sticks and Stones May Break Your Bones, But Words Can Hurt Forever, 170
Groups in Balance . . .: Distinguish Accents from Dialects, 171
Groups in Balance . . .: Speak “Silently”, 172
The Importance of Nonverbal Communication, 172
Nonverbal Behavior, 172
Personal Appearance, 173
Facial Expression and Eye Contact, 173
Vocal Expression, 173
Virtual Groups: Expressing Emotions Online, 174
Physical Expression, 174
The Nonverbal Environment, 175
Arrangement of Space, 175
Perceptions of Personal Space, 176
Nonverbal Communication and Culture, 178
Creating a Supportive Communication Climate, 178
Theory in Groups: Nonverbal Immediacy and Group Climate, 180
Summary Study Guide, 181
Key Terms, 182
Critical Thinking about the Case Study: How to Sink the Mayflower, 182
Group Work: Getting Emotional about Nonverbal Cues, 183
Group Assessment: Auditing Team Talk, 184
Notes, 185
Chapter 8. Listening in Groups, 186
The Challenge of Listening in Groups, 187
The Nature of Listening, 187
Theory in Groups: Listening and Working Memory Theory, 188
The Dialectics of Listening, 189
Case Study: A Message for Michael, 190
Groups in Balance . . .: Always Want to Listen, 191
Types of Listening, 191
Discriminative Listening, 191
Groups in Balance . . .: Ask Questions to Enhance Comprehension, 192
Comprehensive Listening, 192
Empathic Listening, 193
Analytical Listening, 193
Appreciative Listening, 194
Group Roles and Listening, 194
Task Roles and Listening, 194
Maintenance Roles and Listening, 194
Ethics in Groups: Self-Centered Roles and Listening, 195
Leadership Functions and Listening, 195
Improving Listening, 196
Use Your Extra Thought Speed, 196
Apply the Golden Listening Rule, 196
Virtual Groups: Listening Online, 197
Listening Strategies, 197
Groups in Balance . . .: Work Hard to Listen Well, 199
The Art of Paraphrasing, 199
Special Listening Challenges, 200
Listening to Differences, 200
Taking Notes in Groups, 201
Groups in Balance . . .: Learn the Art of High-Context Listening, 202
Self-Listening in Groups, 202
Summary Study Guide, 204
Key Terms, 205
Critical Thinking about the Case Study: A Message for Michael, 205
Group Work: Practice Paraphrasing, 206
Group Assessment: Student Listening Inventory, 207
Notes, 209
Chapter 9. Conflict and Cohesion in Groups, 210
Conflict in Groups, 211
Substantive Conflict, 211
Affective Conflict, 212
Procedural Conflict, 212
Constructive and Destructive Conflict, 212
Case Study: Sociology in Trouble, 213
Theory in Groups: Attribution Theory and Member Motives, 214
Groups in Balance . . .: Know When to Apologize, 215
Conflict Styles, 216
Avoidance Conflict Style, 216
Accommodation Conflict Style, 217
Competition Conflict Style, 217
Compromise Conflict Style, 218
Collaboration Conflict Style, 218
Choosing a Conflict Style, 218
Virtual Groups: Conflict in Cyberspace, 219
Conflict Management Strategies, 220
The 4Rs Method, 220
The A-E-I-O-U Model, 221
Negotiation in Groups, 221
Third-Party Intervention, 222
Ethics in Groups: Ethical Conflict Resolution, 224
Conflict and Member Diversity, 224
Cultural Responses to Conflict, 224
Gender Responses to Conflict, 224
Group Cohesion, 225
Groups in Balance . . .: Let Members Save Face, 225
Enhancing Group Cohesion, 226
Groupthink, 226
Summary Study Guide, 228
Key Terms, 229
Critical Thinking about the Case Study: Sociology in Trouble, 229
Group Work: “I Wish I’d . . . .” Conflict Awareness Log, 230
Group Assessment: Ross-DeWine Conflict Management Message Style Instrument, 231
Notes, 233
Chapter 10. Structured and Creative Problem Solving in Groups, 235
Group Decision Making, 236
Decision Making and Problem Solving, 236
Case Study: No More Horsing Around, 237
Decision-Making Methods, 238
Decision-Making Questions, 239
Groups in Balance . . .: Avoid the Hazards of Consensus, 240
Decision-Making Styles, 241
Groups in Balance . . .: Use All Four Types of Questions, 241
Structured Problem Solving, 242
The Standard Agenda, 243
Groups in Balance . . .: Avoid Analysis Paralysis, 245
Theory in Groups: The Function of the Functional Perspective, 247
The Functional Perspective, 247
The Single Question Format, 249
Creative Problem Solving, 252
Brainstorming, 253
Nominal Group Technique (NGT), 254
Groups in Balance . . .: Select Brainstorming or Nominal Group Technique Wisely, 256
Decreasing Options Technique (DOT), 256
Virtual Groups: Adapting Decision-Making and Problem-Solving Methods, 257
Enhancing Group Creativity, 258
Ethics in Groups: The Morality of Creative Outcomes, 259
Problem-Solving Realities, 259
Politics, 260
Preexisting Preferences, 260
Power, 260
Summary Study Guide, 261
Key Terms, 262
Critical Thinking about the Case Study: No More Horsing Around, 262
Group Work: What Is Your Decision-Making Style?, 263
Group Assessment: Problem-Solving Competencies, 265
Notes, 265
Chapter 11. Critical Thinking and Argumentation in Groups, 267
Critical Thinking and Argumentation, 268
Arguments and Argumentation, 268
Case Study: Slicing the Pie, 269
The Value of Argumentation in Groups, 270
Argumentativeness, 271
Structuring Arguments, 271
Claim, Evidence, and Warrant, 272
Groups in Balance . . .: Use Warrants to Change Claims, 273
Backing, Reservation, and Qualifier, 273
Applying the Toulmin Model, 273
Supporting Arguments, 274
Types of Evidence, 274
Tests of Evidence, 276
Groups in Balance . . .: Document Sources of Evidence, 277
Virtual Groups: Think Critically about the Internet, 278
Presenting Arguments, 279
State Your Claim, 279
Support Your Claim, 280
Provide Reasons, 280
Summarize Your Argument, 280
Refuting Arguments, 280
Listen to the Argument, 280
State the Opposing Claim, 281
Preview Your Objections, 281
Assess the Evidence, 281
Assess the Reasoning, 281
Summarize Your Refutation, 283
Adapting to Argumentation Styles, 283
Gender Differences, 283
Cultural Differences, 283
Ethics in Groups: Ethical Argumentation, 284
Argumentation and Emotional Intelligence, 285
Theory in Groups: The Origins of Emotional Intelligence, 286
Summary Study Guide, 287
Key Terms, 288
Critical Thinking about the Case Study: Slicing the Pie, 288
Group Work: Got Water?, 289
Group Assessment: Argumentativeness Scale, 290
Notes, 291
Chapter 12. Planning and Conducting Meetings, 292
Meetings, Meetings, Meetings, 293
Planning and Chairing Meetings, 294
Questions about Meeting, 294
Case Study: Monday Morning Blues, 295
Preparing the Agenda, 296
Groups in Balance . . .: Choose Good Meeting Places, 297
Chairing the Meeting, 299
Groups in Balance . . .: Pace the Meeting, 300
Adapting to Member Behavior, 301
Dealing with Disruptive Behavior, 301
Adapting to Differences, 302
Virtual Groups: Meeting in Cyberspace, 303
Preparing the Minutes, 303
Selecting a Recorder, 303
Determining What Information to Include, 304
Taking Minutes, 304
Using Parliamentary Procedure, 305
Ethics in Groups: Use Discretion When Taking Minutes, 307
Evaluating the Meeting, 307
Theory in Groups: Chaos and Complexity Theories, 308
Summary Study Guide, 308
Key Terms, 309
Critical Thinking about the Case Study: Monday Morning Blues, 309
Group Work: Disrupting Disruptive Behavior, 310
Group Assessment: Post-Meeting Reaction (PMR) Form, 311
Notes, 312
Chapter 13. Making Presentations in Groups, 313
Presentations in Groups, 314
Presentation Guidelines, 314
Case Study: Testing the Team, 315
Purpose, 316
Audience, 316
Credibility, 317
Theory in Groups: Aristotle’s Ethos, 318
Logistics, 319
Content, 319
Organization, 319
Groups in Balance . . .: Order the Main Points, 321
Performance, 321
Group Presentations, 323
Virtual Groups: Mediated Presentations, 324
Public Group Presentations, 324
Team Presentations, 324
Questions and Answers, 326
Groups in Balance . . .: Encourage Questions, 327
Presentation Aids, 327
Creating Presentation Aids, 328
Pitfalls of PowerPoint, 330
Ethics in Groups: Respect Copyrights, 330
Using Presentation Aids, 331
Groups in Balance . . .: Don’t Leave Them in the Dark, 331
Summary Study Guide, 332
Key Terms, 332
Critical Thinking about the Case Study: Testing the Team, 333
Group Work: Reenvision the Visual, 334
Group Assessment: Presentation Rating Scale, 335
Notes, 336
Chapter 14. Technology and Virtual Groups, 337
The Nature of Virtual Groups, 338
Virtual Groups: A Chapter-by-Chapter Review, 338
Case Study: Virtual Misunderstanding, 339
FTF versus CMC, 340
Theory in Groups: Media Richness and Media Synchronicity Theories, 341
Synchronous and Asynchronous Communication, 342
Groupware, 342
Groups in Balance . . .: Negotiate the Dialectics of Virtual Groups, 343
Synchronous Groupware, 343
Audioconferences, 343
Videoconferences, 345
Textconferences, 347
Electronic Meeting Systems, 348
Groups in Balance . . .: Use Netlingo and Netspeak, 349
Groups in Balance . . .: Take Advantage of Collaborative Presentation Technology, 352
Asynchronous Groupware, 352
Email, 352
Groups in Balance . . .: Resist Internet Addiction, 353
Groups in Balance . . .: Use Blogs and Wikis, 355
Bulletin Boards, 355
Group Diversity and the Digital Divide, 356
Age, 357
Gender, 357
Socioeconomic Factors, 357
Ethics in Groups: The Ten Commandments for Computer Ethics, 358
Implications for Virtual Groups, 359
Summary Study Guide, 359
Key Terms, 360
Critical Thinking about the Case Study: Virtual Misunderstanding, 361
Group Work: Match the Medium to the Message, 362
Group Assessment: Virtual Meeting Evaluation, 363
Notes, 364
Glossary, 365
Index, 377
Web Chapter: Parliamentary Procedure, W-1
Using Parliamentary Procedure, W-2
What Is Parliamentary Procedure?, W-2
Who Uses Parliamentary Procedure?, W-2
When Should We Use Parliamentary Procedure?, W-3
The Guiding Principles of Parliamentary Procedure, W-3
The Parliamentary Players, W-4
Quorum, W-4
Chair, W-4
Parliamentarian, W-5
Clerk, W-5
The Basic Rules of Parliamentary Procedure, W-5
Making a Main Motion, W-5
Other Types of Motions, W-8
Requesting Privileges, W-9
Informal Rules, W-10
Balanced Procedures, W-11
Summary Study Guide, W-12
Glossary, W-13
Group Assessment: Parliamentary Procedure Assessment Instrument, W-14
Notes, W-14

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