Small Group Communication Synergy

Small groups serve a multitude of purposes in society. Decision-making and problem solving are two of the most typical purposes, with performance as their ultimate goal. Many small group communication texts focus on the “process” of communication as the end product, or the ultimate goal for small group work. Small Group Communication Synergy is a departure from that view. The text presents communication as the tool--rather than the goal--small groups use to increase individual and group performance. Written from a performance management perspective, Small Group Communication Synergy: contains references to original theorists and their works, such as -  Kurt Lewin, George C. Homans, and Stanley Milgram -  instead of referring to multiple interpretations by others simply and clearly explains theory to help the reader understand why and how people behave the way they do in a group setting embraces and expands upon the growing use of technology in group and team communication incorporates leadership with performance management – explaining how an effective leader can direct the group to perform at its best with a minimum amount of direction

Table of Contents:
Chapter 1 - Role of Communication in Groups and Teams Characteristics of Human Communication Communication as a Transactional Process Communication as Shared Meaning Verbal Communication Nonverbal Communication Verbal and Nonverbal Communication Interconnectedness Communication as a Regulatory Function Small Group Communication is Personal Communication Interpersonal Communication Competence Dialectic versus Dialogue Communication Cultural Differences Cultural Norms What Influences Thinking in Cultures? What Influences Behavior in Cultures? Overcoming Language Barriers Elements of Competence Gender and Communication Gender Differences in Communication Differences Between Feminine and Masculine Communication Ethics Ethics Defined A Culture’s Code of Ethics Defines That Culture Ethical Conduct in Groups Guidelines for Group Discussion Effective Discussion Participation Summary Chapter 2 - Developing Effective Groups and Teams What Are Groups? Why Groups or Teams? Team Building The Nature of Group Dynamics Macro-Theories of Group Dynamics A Brief History Kurt Lewin’s “Field Theory” Robert F. Bales’ Interaction Process Analysis George C. Homans’ Systems Theory of Informal Work Groups Groups and Systems Initial Elements in Group Systems Roles in Groups Individual Accountability Types of Roles Role Competence: Norms and Conformity Becoming Familiar with Colleagues Meyers-Briggs Type Indicator Chapter 3 - Power Roles: Members, Leader, and Ethics Defining Power Types of Power Group Members’ Influence Group and Structural Process Coercive Methods Create Dysfunctional Group Processes Leadership Power Designated Leader Emerging Leader Power and Ethics Ethical Principles Summary Chapter 4 - Leadership and Performance Management What Is Performance Management? The ABC Model of Behavior Change (Antecedents, Behavior, and Consequences) Antecedents Consequences ABC Analysis: A Problem-Solving Process The 7-Step ABC Analysis Reinforcement Summary Chapter 5 - Leadership and Leadership Styles Leadership Defining Leadership Competencies of Leadership Communication Competence Two Characteristics of Leadership Vision Credibility Recognizing Leaders Leadership as a Function in a System Leaders as Mediators Leadership Styles Classic Leadership Styles The Leadership Grid Determining Appropriate Styles The Hersey-Blanchard Situational Leadership Model Four Basic Situational Leadership Styles Summary Chapter 6 - Leadership, Persuasion, and Motivation Persuasive Theories Beliefs Attitudes Cognitive Dissonance Expectancy Theory Expectancy Violation Theory Attribution Theory Models of Belief Change Theory of Reasoned Action Social Judgment Theory Compliance-Gaining Motivational Research Motives are the “Why’s” of Behavior Motivational Theories Maslow’s Hierarchy of Needs Murray’s Inventory of Psychogenic Needs Alderfer’s ERG Theory Summary Chapter 7 - Leadership and Performance Management What Is Performance Management? The ABC Model of Behavior Change (Antecedents, Behavior, and Consequences) Antecedents Consequences ABC Analysis: A Problem-Solving Process The 7-Step ABC Analysis Reinforcement Summary Chapter 8 - Leadership and Team Building Leadership Decision-Making Process Problem-Solving Process Making Teams Work Behavior Is the Key Creating the Proper Environment Managing Teams Modeling: What to Model Reinforcement: Know What You Want to Reinforce Process versus Content How to Support the Process Reinforcing Summary Chapter 9 - Interpersonal Communication for Leaders Interpersonal Communication in Groups Relational Communication Relational Dialectics and Group Leadership Beginning with the Self Response Styles Self–disclosure and the Johari Window Uncertainty Reduction The Self with Others Symbolic Interaction Organizational Culture Structuration Facework Listening Active Listening Critical Listening Barriers to Listening Nonlistening Communication Climate Supportive/Defensive Climates Race, Gender, and Language Assessing Your Interpersonal Leadership Style Summary Chapter 10 - Goal-Setting Goal-Setting Understanding the Group Charge Goal-Setting Theory Setting and Attaining Goals Review of Critical Points in the Goal-Writing Process Helping Members Choose a Realistic Group Goal Encouraging Realistic Group Goals Survey for Measuring Member Desire for Group Achievement Goal-Setting Planning Model What Is Strategic Planning, Really? Why Do We Construct a Strategic Plan? Goal Implementation How to Determine When Goals Have Been Achieved Leadership Tips Summary Chapter 11 - Critical Thinking, Problem-Solving, and Decision-Making Critical Thinking Critical Thinking and Effective Small Groups How Critical Thinking by Members Can Support a Small Group How Small Groups Can Support Critical Thinking Barriers to Effective Decision-Making An Example of a Small Group Decision Groupthink: A Process Barrier Structural Barriers Problem-Solving Problems and Their Role in Decision-Making The Problem-Solving Process Chapter 12 - Conflict Management Conflict Within Systems Conflict Within Groups Conflict Between Individuals The Conflict Continuum The Substance of Conflict Patterns of Conflict Management Coping with Conflict Styles Avoidance Accommodation Compromise Competition Collaboration How to Identify Signs and Stages of Conflict Stages of Conflict Signs of Conflict Between Members Signs of Conflict Between Groups of People Power in Group Conflict Power in Context The Leader’s Role and Resources in Conflict Management Constructive Conflict Management Leader as Mediator How to Be an Effective Mediator Mediation Activities: Moves and Interventions Code of Conduct for Participants Conducting a Mediation Session Summary Chapter 13 - Virtual Groups Virtual Groups Mediated Groups in an Electronic Age Information Literacy Virtual Dimensions Place Time Space Distance Sequence of Communication Preparing for a Virtual Group Meeting Virtual Communication Ethics Virtual Communication Tasks When to Use a Virtual Group Virtual Group Tools Impact of Virtual Groups Creating Successful Virtual Groups Ensure Accountability Build Trust Learn to Adapt Virtual Group Rules The Future Summary Glossary index