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Many important communication interactions are conducted in small group settings. In class, you may be assigned to a project team to study some problem. At work, you may serve on a committee planning the company’s future. In your community, a group of neighbors may meet to resolve some issue. In social organizations, you may find yourself planning organizational activities with a few others.
In order to understand how such communication functions, we need to
consider the nature of a group. For a collection of people to be considered
“a group,”
I More than three people must interact face to face over a period of time in order to reach a goal.
• Those who interact must be part of some larger population that they represent.
• Oral communication must be central to their interaction.
Here we discuss how groups function and how your public communication skills can make you a better participant or leader.

Group deliberations that are orderly, systematic, and thorough help people reach high-quality decisions. Problem-solving groups can use a variety of methods to achieve their goals.

Reflective Thinking and Problem Solving
The approach we recommend for most problem-solving groups is a modification of the reflective-thinking technique first proposed by John Dewey in 191O. This systematic approach has, defining the problem, generating potential solutions, evaluating solution options,
developing a plan of action, and evaluating the results.

Defining the Problem. Sometimes the problem assigned to a group is only a symptom of the actual problem. All problem-solving groups should take time to define the problem carefully before looking for a solution. The following guidelines can help in defining the problem:

• a Describe the problem as specifically as possible.

• a Explore the causes of the problem.

• a Consider the history of the problem.

• a Determine who is affected by the problem.

• a Decide whether you have the information needed to understand the problem. If you do not, obtain this information.

Generating Potential Solutions, Once a group has defined the problem, members can work on generating solutions. Brainstorming encourages members to identify a variety of possible solutions so that the group is aware of its options. The procedure works best in groups with twelve or fewer members.
While brainstorming, members should adhere to the following rules:
a Feel free to present any ideas they have, no matter how outrageous
these may seem. Even an outlandish notion may provide the basis for
an eventual solution.
a The more ideas generated, the better.
a Criticism is out of place during the brainstorming process. Nothing
should inhibit creativity.
a Consider whether any ideas might be combined to produce additional
options.

The problems in decision-making that accompany groupthink include (1)
incomplete consideration of objectives, (2) poor information retrieval and
analysis, and (3) incomplete consideration of alternative solutions.6
Once a group becomes aware that there is a potential groupthink problem, members can initiate actions to minimize its effects. First, they should set standards for “vigilant search and appraisal that counter collective uncritical thinking and premature consensus.”7 This suggests that they must have a systematic way to approach the problem. Leadership behaviors that help reduce
group think include

• a Reminding participants to critically evaluate the group’s recommendations

• a Reserving one’s own opinions until others have expressed their views

• a Assigning the role of “devil’s advocate” so that someone asks critical questions about ideas

• a Bringing in outsiders to discuss the issues under consideration

• a Encouraging creative conflict in which members attack and defend

points of view rather than uncritically accepting them

3
Another problem that groups may encounter is groupthink, the uncritical acceptance of decisions.4 Groupthink is most likely to occur when groups value interpersonal relationships more than they value the ability to perform effectively.5 Other factors that contribute to groupthink include a leader’s strong preference for a certain decision and the lack of a clear set of procedures for approaching problems. Groupthink is dangerous because outsiders may assume that a group has deliberated carefully and responsibly when it has not.
To avoid group think, groups need to be aware of its major symptoms.
These include
• Putting pressure on people who argue against what most of the group believe
• Censoring thoughts that differ from group beliefs
• Maintaining an illusion of infallibility (the group can do no wrong)
I Reinforcing an unquestioned belief in the group’s moral rightness
• Attempting to rationalize group decisions

When we listen to someone present information or make recommendations, we usually hear only one side of a situation. The presentation may be biased or based on self-interest, or it may simply be wrong. When important issues are involved, we need to minimize the risk of such errors.
One way to minimize this risk is to empower a small group of people to investigate, analyze, share information and perspectives, and make recommendations about a problem.
Group problem solving has many advantages. When people from different cultures share their various ways of seeing a problem, they enrich our understanding.’ We begin to see the world through the eyes of others, and this may help us see misconceptions and biases in our own thinking. Listening to others’ points of view also can stimulate creative thinking about problems.
In well-run problem-solving groups, people on all sides of an issue have a chance to discuss the similarities and differences of their perspectives. Through discussion, they may discover some areas of agreement that can form a basis for resolving differences. Additionally, in small, face-to-face groups, people are often more willing to examine their differences and may feel free to explore compromises or new options for action. Because of these advantages, organizations often use groups to work on important organizational problems. In fact, it is estimated that approximately twenty million meetings take place each day in the United States.
Although working in groups has many advantages, there are also some problems that can make groups ineffective. Cultural gridlock, the inability to communicate because of profound cultural differences, can stand in the way of effective group deliberations. For example, an organization’s marketing people and its research and development scientists may see the world quite differently. Culturally diverse participants may bring different perspective,assumptions, expectations, priorities, agendas, procedures, ways of communicating, and standards of protocol to meetings. The scientists might fancy blue jeans and beards, an anathema to the marketing folks. In any organization, unwritten rules may dictate that some people speak first, while others defer or even remain silent. These differences may sidetrack constructive discussions.
Dealing with cultural gridlock is never easy. To minimize its impact, you
should:
• Allow time for people to get acquainted before getting down to business.
• Provide a comfortable environment. Be sure you have enough room so that people don’t feel crowded.
• Distribute an agenda so that people know what to expect.
• Minimize technical communication problems. Summarize discussions. Post key points. Discourage the use of jargon that some participants
may not understand.
• Be sensitive to cultural differences in protocol and nonverbal communication.