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Group Communication Pitfalls: Overcoming Barriers to an Effective Group Experience [Kõva köide]

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  • Formaat: Hardback, 264 pages, kõrgus x laius: 228x152 mm, kaal: 480 g
  • Ilmumisaeg: 02-Nov-2005
  • Kirjastus: SAGE Publications Inc
  • ISBN-10: 1412915341
  • ISBN-13: 9781412915342
Teised raamatud teemal:
Group Communication Pitfalls: Overcoming Barriers to an Effective Group ExperienceSuurem pilt
  • Formaat: Hardback, 264 pages, kõrgus x laius: 228x152 mm, kaal: 480 g
  • Ilmumisaeg: 02-Nov-2005
  • Kirjastus: SAGE Publications Inc
  • ISBN-10: 1412915341
  • ISBN-13: 9781412915342
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781412915342.html
Märksõnad:
"They have done this with a rich, provocative, and creative conceptual vocabulary that will resonate for readers who practice, supervise others practice, teach about or do research in group life and group work." Paul H. Ephross, MSW, PhD, Professor, University of Maryland School of Social Work

 Group Communication Pitfalls: Overcoming Barriers to an Effective Group Experience treats groups and the work involved in grouping as useful tools humans have developed for responding to pressures or demands faced by group members. This book assumes an orientation that expects and detects group pitfalls as they arise, providing students with the foundation for overcoming barriers to effective group experiences. By assuming this orientation, authors John O. Burtis and Paul D. Turman offer readers a map of the group pitfall terrain and demonstrate how people working well together can use the struggle against such pitfalls to improve their groups.

Key Features



Provides students with a unifying theoretical framework and pedagogical orientation, which organizes a very broad range of research findings into tight and useful classifications Takes a comprehensive approach that frames current small group communication literature through a theoretical lens provided by Breakdown-Conducive Group Theory Reviews research findings from a variety of methodological perspectives and directly describes applications of the concepts discussed across each chapter

Offers extensive skills enhancing material to help students apply the theoretically based concepts discussed in the book

While other texts cover cursory material on group pitfalls and miscommunication, it is the primary focus of this text and gives students practical recommendations to correct those pitfalls. Group Communication Pitfalls is an excellent textbook for advanced undergraduate and graduate courses on small group communication such as Advanced Group Communication, Group Dynamics, and Group Processes. It can also be used as a supplemental text in courses that focus on group interaction.

Arvustused

"They have done this with a rich, provocative, and creative conceptual vocabulary that will resonate for readers who practice, supervise others practice, teach about or do research in group life and group work." Paul H. Ephross, MSW, PhD, Professor, University of Maryland School of Social Work -- Paul H. Ephross * Social Work With Groups *

Preface xv
Unit I. We Co-construct Our Groups by Communicating
1. Why Study Group Communication Pitfalls?
1(21)
Overview of the Book
2(1)
Why Do Groups Matter Enough to Make a Study of Them?
3(6)
Groups Are Important to Happiness and Success
3(1)
Groups Are Ubiquitous
4(1)
Groups Are Formative
5(1)
Group Dynamics Change Communication
6(1)
We Use Group Communication to Co-construct Our World
7(1)
Effective Groups Do More or Better Work
7(2)
Definitions of Group and Communication and Pitfalls
9(8)
What Constitutes Communication?
10(1)
What Constitutes a Group?
11(4)
What Constitutes Group Communication Pitfalls?
15(12)
Group Pitfall
15(1)
Group Breakdown
15(2)
Casting a Wide Net to Include All Pitfalls and Breakdown
17(1)
Group Communication Pitfalls by Commission or by Omission
18(1)
The Breakdown-Conducive Group Framework
19(1)
Why Should We Focus Our Study of Groups on Group Communication Pitfalls?
19(2)
Chapter Summary and Conclusion
21(1)
2. How Grouping and Group Direction Help Create Effective Group Experiences
22(23)
The Universals of Grouping Activity
24(3)
The Framework for Grouping and Group Direction
27(10)
Grouping and Group Direction
29(1)
Direction Giving and Direction Givers
30(2)
The Direction-Conducive Group
32(1)
Inertia
33(1)
Entropy
34(1)
Aggregate and Aggregate Puddle
35(1)
Exigency
36(1)
Rhetorical Situation and a Purgatory Puddle
37(6)
Chapter Summary and Conclusion
43(2)
Unit II. We Struggle to Co-construct and Frame Our Circumstances and Processes
3. Pitfalls in Task and Supragroup Exigencies
45(21)
Groups as Systems
46(1)
Purgatory Puddle Pitfalls
47(1)
Supragroup Pitfalls
47(8)
Inappropriate or Inadequate Resources
48(1)
Crisis in the Supraenvironment
49(1)
Competition With Other Groups
49(2)
Members' Obligations to Other Groups
51(1)
Norm Competition
51(1)
Values or Goals Mismatch Between Group and Suprasystem
52(1)
Poor Boundary Spanning
53(1)
Poor Recruiting and Consciousness-Raising Processes
54(1)
History with Group or Grouping Member(s)
54(1)
Wrong Task for a Group
55(6)
Task Is Too Simple
56(2)
Task Is Means Independent
58(1)
Clear Solution Is Available
58(1)
Task Is Incoherent: Cannot Be Understood
59(1)
Task Is Not Salient
60(1)
Task Lacks Need for Group Acceptance
60(1)
How to Expect, Detect, and Correct These Pitfalls
61(4)
Chapter Summary
65(1)
4. Personnel Pitfalls
66(25)
"Wrong Group for the Task" Pitfalls
66(5)
Inappropriate Group Size
66(2)
Members Lack Personal Resources
68(2)
Lack of Expertise
68(1)
Lack of Group Communication Skills
69(1)
Lack of Authority or Credibility
69(1)
Lack of Personal Capacity
69(1)
A Negative Assembly Effect
70(1)
Traits
71(5)
Demographics and Personality
72(1)
Communication Tendencies
73(1)
Ascendancy Tendencies
74(2)
Orientation
76(4)
Orientation Toward Achievement
76(1)
Orientation Toward Procedural Order and Time
77(1)
Orientation Toward Information
78(1)
Orientation Toward Interaction
79(1)
Style
80(3)
Style From Theories of Interaction
80(1)
Style of Personal Impression
81(1)
Style from Theories of Communication Utilities
82(1)
Circumstances
83(3)
Interaction Sources
84(1)
Interaction Reducers
84(1)
Interaction Changers
85(1)
How to Expect, Detect, and Correct These Pitfalls
86(2)
Chapter Summary
88(3)
5. Pitfalls in Grouping Techniques, Tendencies, and Process Prizes
91(25)
Grouping Techniques
93(1)
Technique Pitfalls
94(8)
Communication Pitfalls
94(2)
Meeting Pitfalls
96(4)
Lack of Appropriate Procedures Pitfalls
100(2)
Grouping Tendencies: Norms and Roles
102(1)
Norm Pitfalls
103(2)
Absence of Group Norms
103(1)
Faulty or Inadequate Norms
104(1)
Enforcement of Inappropriate Group Norms
104(1)
Communication Network Pitfalls
105(1)
Role Pitfalls
105(4)
Role Ambiguity
105(1)
Role Competition
106(1)
Role Collision and Conflict
106(1)
Role Representation in Boundary Spanning
107(1)
Role Favoritism
108(1)
Co-constructing Some Bad Role Outcomes
108(1)
Process Prizes
109(1)
Process Prize Pitfalls
110(1)
Deliberation Outcome Pitfalls
111(2)
Additional Ways to Expect, Detect, and Correct These Pitfalls
113(1)
Chapter Summary
113(3)
6. Pitfalls in Confusion, Conformity, Conflict, and Group Consciousness: Grouping Concomitants
116(23)
Confusion Pitfalls
118(2)
Conformity Pitfalls
120(5)
Maladaptive Conformity
121(3)
Minor Maladaptive Conformity
121(1)
Moderate Maladaptive Conformity
122(1)
Strong Maladaptive Conformity
123(1)
Sanctions and Idiosyncrasy Credits
124(1)
Conflict Pitfalls
125(5)
Too Little Conflict for the Group
126(1)
Too Much Conflict for the Group
127(1)
Maladaptive Conflict
127(1)
Inappropriate Responses to Conflict
128(1)
Bad Conflict Outcomes
129(1)
Consciousness Pitfalls
130(7)
Lack of Group Maturity
133(1)
Too Little Sense of Group Consciousness
134(1)
Maladaptive Grouping Consciousness
135(2)
How to Expect, Detect, and Correct These Pitfalls
137(1)
Chapter Summary
138(1)
7. Pitfalls in Vision and Direction Giving
139(23)
Vision/Outcome Pitfalls
140(10)
Disadvantages to the Vision/Outcome
142(1)
Solvency Pitfalls
143(1)
Vision Nature Pitfalls
144(1)
Finishing Pitfalls
145(1)
Savior Complex Pitfalls
146(4)
Conception Pitfalls
148(1)
Failure to Want a Direction Giver
148(1)
Failure to Want a Necessary Type of Direction Giver
149(1)
Overreliance on Direction Giver
149(1)
Over-attribution of Credit or Blame
150(1)
Ascension Pitfalls
150(5)
Appointed Rather Than Emerged
151(1)
Flawed Direction Giver Selection Outcomes
152(1)
Pitfalls from Poor Direction-Giving Choices
152(12)
Wrong Direction Giver Types
153(1)
Wrong Direction-Giving Style
153(1)
Direction Giver's Orientation Toward Power
154(1)
Failure to Serve or Appropriately Balance Group Functions
155(1)
Transitions Pitfalls
155(3)
Failure to Finish
155(1)
Failure to Cultivate New Direction Givers
156(1)
Failure to Enculturate New Direction Givers and Grouping Members
157(1)
How to Expect, Detect, and Correct These Pitfalls
158(3)
Chapter Summary
161(1)
Unit III: We Co-construct Our Exigencies for Grouping Into Our Group Outcomes
8. (Un)Intended Group Outcomes
162(22)
Dynamics Involved in Potential Group Outcomes
164(2)
Satisficing and Optimizing
164(1)
Synergy
165(1)
Intensity and Duration of Fundamental Change
166(1)
A Set of Potential Group Outcomes
166(16)
Type I Group Outcomes: The Satisficed Group
167(3)
The Good Satisficed Group
169(1)
The Bad Satisficed Group
169(1)
Type II Group Outcomes: The Optimized Group Versus the Failed Group
170(3)
The Optimized Group
171(1)
The Failed Group
171(2)
Type III Group Outcomes: Synergized Groups
173(2)
The Good Synergized Group
173(1)
The Bad Synergized Group
174(1)
Type IV Group Outcomes: Good and Bad Baggage Groups
175(12)
The Good Baggage Group
175(1)
The Bad Baggage Group
176(1)
Using the Set of Potential Group Outcomes to Expect, Detect, and Correct Group Pitfalls
176(5)
Understanding the Set of Potential Group Outcomes
181(1)
Chapter Summary
182(2)
9. To Group or Not to Group, That Is the Question
184(21)
General Exigencies Against Grouping
186(1)
Distrust of Grouping
187(4)
Groups Waste Time
187(1)
Groups Do Bad Work
188(1)
Groups Let Bad Roles Reign
189(1)
Groups Confuse Authority and Responsibility
189(2)
Distrust of Self as a Grouping Member
191(4)
Disrespect of One's Own Grouping Competence
191(1)
Dislike for Losing Autonomy
192(2)
Distaste for Use of Personal Resources
194(1)
Distrust of Any Aspect of This Particular Grouping Effort
195(3)
Something Is Wrong with This Purgatory Puddle
196(1)
Some Other Group Commands My Attention
196(1)
Someone Else Is Responsible for This Job
196(2)
Inertia and Specific Exigencies Against Grouping
198(3)
How Exigencies Against Grouping May Manifest
201(1)
Expecting, Detecting, and Correcting These Pitfalls: General Orientational Advice
202(2)
Chapter Summary
204(1)
10. Observing Groups Well
205(1)
Observing Groups
205(2)
Improving Observational Focus and Quality
207(3)
Observing the Purgatory Puddle
210(4)
Defining and Discussing Key Terms
211(1)
Analyzing the Group's Task, Problem, or Charge
212(1)
Identifying and Discussing Stakeholders
212(1)
Identifying and Discussing Exigencies For and Against Grouping
212(1)
Identifying Limitations on the Group and Grouping Resources
213(1)
Discussing and Setting Group Goals
214(1)
Observing The Way/Process
214(10)
Grouping Techniques
215(2)
Norms in Groups
217(1)
Roles in Groups
217(2)
Network Analysis and Sociometric Indices
219(3)
Group Consciousness: Climate, Cohesion, and Culture
222(2)
Observing the Vision/Outcome and the Savior Complex
224(2)
Chapter Summary
226(1)
Notes 227(2)
References 229(8)
Index 237(10)
About the Authors 247
John O. Burtis (Ph.D., University of Minnesota) is a Professor in the Communication Studies Department at the University of Northern Iowa. He has taught courses in leadership, management, group communication, argumentation, persuasion, and communication theory at the undergraduate and graduate levels. He has been a consultant, trainer, and speaker on related subjects in both the private and public sectors. He has been the director of the Concordia Leadership Center and of the West Central Minnesota Leadership Program and the head of the Communication Studies department at the University of Northern Iowa. He has been the Director of Forensics at Kansas State University and Concordia College, where students in the programs won numerous individual and team championships in speech or debate including more than twenty national championships. Paul D. Turman (PhD, University of Nebraska) is the Vice President for Research & Economic Development for the South Dakota Board of Regents. His scholarly research focuses on the role of communication in the coach-athlete and parent-child relationship within a sport context. Prior to his time with the Board of Regents, he taught courses in communication and sport at the University of Northern Iowa. His scholarly work has been published in journals such as Communication Education, the Journal of Applied Communication Research, the Journal of Family Communication, and Communication Studies.