GROUP AND GROUP AND ORGANIZATION ORGANIZATION

COMMUNICATIONCOMMUNICATION

GRIFFIN : DIVISION THREEGRIFFIN : DIVISION THREE

THREE SUB-DIVISIONS OF THREE SUB-DIVISIONS OF GRIFFIN DIVISION THREEGRIFFIN DIVISION THREE

GROUP DECISION MAKINGGROUP DECISION MAKING

ORGANIZATIONAL COMMUNICATIONORGANIZATIONAL COMMUNICATION

PUBLIC RHETORIC (not included in this PUBLIC RHETORIC (not included in this summary) is connected tosummary) is connected to

(1) interpersonal persuasion(1) interpersonal persuasion

(2) mass media(2) mass media

GROUP DECISION MAKINGGROUP DECISION MAKING

BALES’ INTERACTION PROCESS BALES’ INTERACTION PROCESS How do groups work effectively? Each group member enhances or How do groups work effectively? Each group member enhances or detracts from group synergy through: detracts from group synergy through:

(1) (1) comments that reflect group task (TASK-ORIENTED ;comments that reflect group task (TASK-ORIENTED ;PISTON)PISTON)

gives: (1) suggestion, (2) opinion, (3) informationgives: (1) suggestion, (2) opinion, (3) informationasks for: (1) suggestion, (2) opinion, (3) informationasks for: (1) suggestion, (2) opinion, (3) information

(2)(2)comments that reflect relationshipscomments that reflect relationships (+/-) ( (+/-) (SOCIAL-SOCIAL-EMOTIONAL; LUBRICANTEMOTIONAL; LUBRICANT))

is: (4) friendly, (5) reduces tension, (6) agreesis: (4) friendly, (5) reduces tension, (6) agreesis: (4) unfriendly, (5) creates tension, (6) disagreesis: (4) unfriendly, (5) creates tension, (6) disagrees

Good groups maintain balance between the six pairs. 2:1 ratio of Good groups maintain balance between the six pairs. 2:1 ratio of positive to negative is optimal: i.e. an element of conflict is healthy, positive to negative is optimal: i.e. an element of conflict is healthy, even necessaryeven necessary

Phase ModelsPhase Models

These attempt to identify universal patterns of These attempt to identify universal patterns of communication for group decision-making e.g.communication for group decision-making e.g.

OrientationOrientation: addresses need for info, focus: addresses need for info, focus

ConflictConflict: disagreements about right approach: disagreements about right approach

CoalescenceCoalescence: negotiation and saving face: negotiation and saving face

DevelopmentDevelopment: concentration, focus: concentration, focus

IntegrationIntegration: tension-free solidarity, cohesion: tension-free solidarity, cohesion

Effective Decision Making Effective Decision Making Involves: Involves:

(Hirokawa and Gouran) 1. (Hirokawa and Gouran) 1. 1 : Analysis of the problem1 : Analysis of the problem

- realistic analysis of current situation, - realistic analysis of current situation, including assessment of current including assessment of current threats and of the nature, extent and threats and of the nature, extent and probable cause of problemsprobable cause of problems

2 : Goal setting - the group needs:2 : Goal setting - the group needs:clarity as to purposeclarity as to purposecriteria for judging proposed solutionscriteria for judging proposed solutions

Hirokawa and Gouran (ctd)Hirokawa and Gouran (ctd)

3 : Identification of alternatives3 : Identification of alternatives- as many as possible, to increase- as many as possible, to increasechance identifying acceptable solutionschance identifying acceptable solutions

4 : Evaluation of positive and negative 4 : Evaluation of positive and negative features of each alternative features of each alternative

Some group tasks have a positive bias – positive Some group tasks have a positive bias – positive attributes emphasized; others have a negative biasattributes emphasized; others have a negative bias

Communication can be promotive, disruptive or Communication can be promotive, disruptive or counteractivecounteractive

ADAPTIVE STRUCTURATION ADAPTIVE STRUCTURATION THEORY (Poole)THEORY (Poole)

Rejects a single sequence of group effectiveness in decision-Rejects a single sequence of group effectiveness in decision-making. Identifies 5 principles or components at work:making. Identifies 5 principles or components at work:

StructurationStructuration: people enter into situations not of : people enter into situations not of their own making, yet can transform ittheir own making, yet can transform it

RulesRules: ideas people have about how something : ideas people have about how something should be doneshould be done

ResourcesResources: materials, possessions, attributes (incl. : materials, possessions, attributes (incl. expertise, relationships) people bring; in short-expertise, relationships) people bring; in short-supply, unequally distributedsupply, unequally distributed

ProductionProduction: : people ADAPT rules and resources in people ADAPT rules and resources in interactioninteraction

ReproductionReproduction: action reinforces existing system.: action reinforces existing system.

ADAPTIVE STRUCTURATION ADAPTIVE STRUCTURATION (2)(2)

People consciously adapt rules and People consciously adapt rules and resources to accomplish goals THROUGH resources to accomplish goals THROUGH COMMUNICATIONCOMMUNICATION

Interaction raises concerns of morality, Interaction raises concerns of morality, communication and powercommunication and power

Rules and resources restrain/empowerRules and resources restrain/empower Appropriation: rules/resources borrowed Appropriation: rules/resources borrowed

from parent culture (e.g. one person, one from parent culture (e.g. one person, one vote; balloting; anonymous idea generation)vote; balloting; anonymous idea generation)

ORGANIZATIONAL THEORYORGANIZATIONAL THEORY

MECHANISTIC WAY OF MECHANISTIC WAY OF THINKING ABOUT THINKING ABOUT ORGANIZATIONSORGANIZATIONS

Scalar chainScalar chain Division of workDivision of work Authority and responsibilityAuthority and responsibility DisciplineDiscipline Subordination of individual interest to Subordination of individual interest to

general interestgeneral interest

Mechanistic Approach (2)Mechanistic Approach (2)

Emphasizes productivity, precision, Emphasizes productivity, precision, and efficiencyand efficiency

Workers as cogsWorkers as cogs Tasks are repetitiveTasks are repetitive Parts are interchangeableParts are interchangeable

Living Systems ApproachesLiving Systems Approaches

Emphasize:Emphasize: InnovationInnovation AdaptationAdaptation Free-flowing communicationFree-flowing communication InformationInformation

INFORMATION SYSTEMS INFORMATION SYSTEMS APPROACH (Weick)APPROACH (Weick)

Requisite varietyRequisite variety: the degree of complexity and : the degree of complexity and diversity within the organization needs to match the diversity within the organization needs to match the level of ambiguity of the data it processeslevel of ambiguity of the data it processes

Interconnectedness,Interconnectedness, as measured by “ as measured by “double double interactinteract” loops. ” loops.

Double interactDouble interact is basic unit of inter- is basic unit of inter-connectedness, a communication cycle of act-connectedness, a communication cycle of act-response-adjustmentresponse-adjustment

““Loose couplingLoose coupling” of interacts within an ” of interacts within an organization enhances flexibility, adaptabilityorganization enhances flexibility, adaptability

Organizations Organizations open to environmentopen to environment adapt more adapt more effectively: they continually “re-chart the effectively: they continually “re-chart the organizational chart” in response to external organizational chart” in response to external developments.developments.

CULTURAL APPROACHCULTURAL APPROACH

Emphasizes:Emphasizes: Shared meaningsShared meanings Interpretations of realityInterpretations of reality

Culture as system of shared meaningCulture as system of shared meaning Reject notions of high culture and low cultureReject notions of high culture and low culture Cultures have subcultures and counter-culturesCultures have subcultures and counter-cultures Culture made manifest through Culture made manifest through performance – the performance – the

actions which constitute and reveal people’s culture actions which constitute and reveal people’s culture ((symbolic expression)symbolic expression)

Culture includes task and non task-related Culture includes task and non task-related performanceperformance

Performances seen as texts, available to be readPerformances seen as texts, available to be read Reading performances requires seeing an organizationReading performances requires seeing an organization

CRITICAL APPROACHCRITICAL APPROACH

Begins with a critique of corporate Begins with a critique of corporate colonization of social and personal space:colonization of social and personal space:

Intrusive presence of big corporationsIntrusive presence of big corporations Concentration of power in few corporate Concentration of power in few corporate

handshands Media preoccupation with corporate Media preoccupation with corporate

health as against other indices of social health as against other indices of social healthhealth

Decrease in quality of lifeDecrease in quality of life

CRITICAL APPROACH (2)CRITICAL APPROACH (2)

Explores ways to ensure financial health Explores ways to ensure financial health of institutions while also increasing the of institutions while also increasing the representation of diverse human representation of diverse human interestsinterests

Regards institutions as political as well as Regards institutions as political as well as financial institutionsfinancial institutions

Shows how communication practices Shows how communication practices often distort decision-making within often distort decision-making within institutionsinstitutions