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Communicating in Small Groups: Principles and Practices 10th edition [Mīkstie vāki]

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  • Formāts: Paperback / softback, 400 pages, height x width x depth: 254x205x13 mm, weight: 650 g
  • Izdošanas datums: 27-Jan-2011
  • Izdevniecība: Pearson
  • ISBN-10: 0205770630
  • ISBN-13: 9780205770632
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Communicating in Small Groups: Principles and Practices 10th editionPalielināt
  • Formāts: Paperback / softback, 400 pages, height x width x depth: 254x205x13 mm, weight: 650 g
  • Izdošanas datums: 27-Jan-2011
  • Izdevniecība: Pearson
  • ISBN-10: 0205770630
  • ISBN-13: 9780205770632
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780205770632.html
Keywords:

Known for its wealth of practical, relevant, and up-to-date information,Communicating in Small Groups balances the principles of small group communication with real world applications. With an emphasis on real world examples, technology, and ethical collaboration, the 10th edition ofCommunicating in Small Groups: Principles and Practices helps students enhance their performance in groups and teams, while giving them insight in to why group and team members communicate as they do.

  • Extensive coverage of critical thinking, reasoning, and fallacies—including the latest research findings about the use of creative methods to solve problems andCase Studies to practice applying the latest research to relevant scenarios—allows students to test some of the best approaches for dealing with all types of situations that arise in a group environment.
  • Excellent discussion of the business world includes examples of business applications, leadership, and meetings to prepare students for group work outside of the classroom.
  • The “Virtual Communication” feature helps students identify applications of collaboration, meetings, groups and teams, and technology.
  • “Collaborating Ethically” feature enables students to connect ethical principles with each aspect of working in groups.
  • Tips for dealing with difficult group and team members give students strategies they can use immediately.
  • Focus on structuring problem-solving discussions provides tools and techniques that help students handle this common group situation effectively.

Preface xix
Resources in Print and Online xxiv
Acknowledgments xxv
PART I Foundations of Group and Team Communication
Chapter 1 Introducing Group and Team Principles and Practices
1(33)
What is Small Group Communication?
2(4)
Communication
3(1)
A Small Group of People
4(1)
Meeting with a Common Purpose
5(1)
Feeling a Sense of Belonging
5(1)
Exerting Influence
5(1)
What is Team Communication?
6(6)
Characteristics of an Effective Team
7(3)
Characteristics of Effective Team Members
10(2)
Theory Into Practice: How to Become a Competent Team Member
12(1)
Communicating Collaboratively: Advantages and Disadvantages
12(6)
Advantages
13(1)
Disadvantages
14(2)
When Not to Collaborate
16(1)
Me Versus We
16(2)
Communicating in Different Types of Groups
18(3)
Primary Groups
18(1)
Secondary Groups
19(2)
Communicating in Virtual Groups and Teams
21(4)
Methods of Virtual Collaboration
21(1)
Differences Between Virtual and Non-Virtual Collaboration
22(2)
Virtual Group and Team Theory
24(1)
How Can You Become a Competent Small Group Communicator?
25(6)
Virtual Communication: Best Practices for Virtual Group and Team Collaboration
26(1)
The Essence of Communication Competence
26(1)
The Nine Core Small Group Communication Competencies
27(1)
Case Study: Practice in Applying Principles
28(2)
Collaborating Ethically: What Would You Do?
30(1)
Study Guide Putting Group Principles into Practice
31(3)
Chapter 2 Small Group Communication Theory
34(18)
The Nature of Theory and the Theory-Building Process
35(1)
Theory: A Practical Approach to Group Communication
36(2)
Explanatory Function
37(1)
Predictive Function
37(1)
Collaborating Ethically: What Would You Do?
37(1)
The Purpose of Communication in Small Groups: Making Sense
38(2)
Complexity
39(1)
Small Groups: More Complexity
39(1)
Theoretical Perspectives for the Study of Group and Team Communication
40(7)
Systems Theory
40(2)
Social Exchange Theory
42(1)
Symbolic Convergence Theory
43(1)
Case Study: Practice in Applying Principles
44(1)
Theory Into Practice: Structuration and the Exercise of Free Will
45(1)
Structuration Theory
46(1)
Functional Theory
46(1)
Describing Elements of Group and Team Communication
47(3)
Virtual Communication
49(1)
Study Guide Putting Group Principles into Practice
50(2)
Chapter 3 Group Formation
52(18)
Why Do People Join Groups?
53(1)
Interpersonal Needs
53(4)
Maslow's Theory
53(1)
Schutz's Theory
54(3)
Individual Goals
57(1)
Group and Team Goals
57(1)
Establishing Mutuality of Concern
58(2)
Collaborating Ethically: What Would You Do?
59(1)
Interpersonal Attraction
60(2)
Similarity
60(1)
Complementarity
60(1)
Theory Into Practice: Mutuality of Concern
61(1)
Proximity, Contact, and Interaction
62(1)
Physical Attractiveness
62(1)
Group Attraction
62(2)
Group Activities
62(1)
Group Goals
62(1)
Virtual Communication
63(1)
Group Membership
63(1)
Homogeneity and Diversity in Groups
64(1)
Group Formation over Time
65(1)
Socializing New Group Members
65(3)
Case Study: Practice in Applying Principles
66(2)
Study Guide Putting Group Principles into Practice
68(2)
PART II Managing Group and Team Relationships
Chapter 4 Preparing to Collaborate
70(24)
Developing a Discussion Plan
71(6)
Get Acquainted with Your Group Members
72(1)
Clarify the Goals of the Group
72(1)
Develop a Plan for Gathering Information and Analyzing Issues
73(1)
Follow a Structured Agenda to Accomplish the Task
74(1)
Share Information with Others
75(1)
Theory Into Practice: What Do We Do with "Social Loafing" Group Members Who Don't Pull Their Weight?
76(1)
Determine How to Present Your Information
76(1)
Formulating Discussion Questions
77(6)
Virtual Communication
78(1)
Questions of Fact
78(1)
Questions of Prediction
79(1)
Questions of Value
79(2)
Questions of Policy
81(1)
Case Study: Practice in Applying Principles
82(1)
Using Logic and Reasoning
83(2)
Inductive Reasoning
83(1)
Deductive Reasoning
84(1)
Causal Reasoning
85(1)
Evaluating Evidence in Group Discussion
85(3)
Facts
85(1)
Examples
86(1)
Opinions
86(1)
Statistics
86(1)
Gathering and Evaluating Evidence: A Special Emphasis on Web Resources
87(1)
Using Critical-Analysis Skills: Avoiding Reasoning Fallacies
88(3)
Causal Fallacy
88(1)
Either/Or Fallacy
88(1)
Bandwagon Fallacy
88(1)
Hasty Generalization
89(1)
Attacking the Person
89(1)
Red Herring
89(1)
Collaborating Ethically: What Would You Do?
90(1)
Study Guide Putting Group Principles into Practice
91(3)
Chapter 5 Relating to Others in Groups and Teams
94(30)
Roles
96(5)
Who are You?
96(1)
Self-Concept Development: Gender, Sexual Orientation, Culture, and Role
96(1)
Diversity of Roles in Small Groups
97(1)
Group Task Roles
98(1)
Group-Building and Maintenance Roles
99(1)
Individual Roles
99(2)
Norms
101(5)
Identifying Group Norms
101(1)
How Do Norms Develop?
102(1)
Theory Into Practice: Establishing Group Norms
102(1)
Conforming to Group Norms
103(1)
Collaborating Ethically: What Would You Do?
104(1)
Establishing Ground Rules and a Mission Statement
105(1)
Status
106(2)
Privileges Accorded to High-Status Group Members
106(1)
Effects of Status Differences
107(1)
Observing Status Differences to Predict Group Dynamics
108(1)
Power
108(5)
Power Bases
108(1)
Virtual Communication
109(1)
Effects of Power on Group Process
110(2)
Power and Gender
112(1)
Status and Power: A Cultural Footnote
112(1)
Trust
113(1)
Developing Trusting Relationships
113(1)
Trust in Face-to-Face and Virtual Teams
113(1)
The Development of Group Relationships over Time
114(1)
Case Study: Practice in Applying Principles
114(1)
Culture
115(6)
Individualism and Collectivism
115(1)
High-Context and Low-Context Cultures
116(1)
High-Contact and Low-Contact Cultures
117(1)
Gender and Communication
118(1)
Conversational Style
119(1)
Time
119(2)
Study Guide Putting Group Principles into Practice
121(3)
Chapter 6 Improving Group Climate
124(18)
Defensive and Supportive Climates
125(3)
Evaluation versus Description
126(1)
Control versus Problem Orientation
126(1)
Strategy versus Spontaneity
126(1)
Neutrality versus Empathy
127(1)
Superiority versus Equality
127(1)
Certainty versus Provisionalism
127(1)
Interpersonal Confirmation and Disconfirmation
128(3)
Collaborating Ethically: What Would You Do?
129(1)
Disconfirming Responses
129(1)
Confirming Responses
130(1)
Group Cohesiveness
131(2)
Composition and Cohesiveness: Building a Team
131(1)
Individual Benefits and Cohesiveness
132(1)
Task Effectiveness and Cohesiveness
132(1)
Communication and Cohesiveness
133(1)
Cohesiveness in Virtual Teams
133(1)
Communication Networks
133(3)
Theory Into Practice: Cohesiveness and Productivity at Harley-Davidson
134(2)
Group Size
136(1)
Group Climate and Productivity
136(4)
Virtual Communication
137(1)
Case Study: Practice in Applying Principles
138(2)
Study Guide Putting Group Principles into Practice
140(2)
Chapter 7 Enhancing Group and Team Communication Skills
142(30)
Verbal Dynamics in the Small Group
143(3)
Words as Barriers to Communication
143(2)
Conversational Style
145(1)
Listening
146(4)
Listening Styles
146(1)
Barriers to Effective Listening
147(1)
A Guide to Active Listening
148(2)
The Importance of Nonverbal Communication in Groups
150(1)
More Time is Spent Communicating Nonverbally Than Verbally
150(1)
Emotions and Feelings are Typically Expressed Nonverbally Rather Than Verbally
150(1)
Nonverbal Messages are Usually More Believable Than Verbal Messages
151(1)
Applications of Nonverbal Communication Research to Groups and Teams
151(10)
Posture, Movement, and Gestures
152(1)
Eye Contact
152(3)
Facial Expressions
155(1)
Theory Into Practice: Nonverbal Virtual Communication
155(1)
Vocal Cues
156(1)
Personal Space
156(1)
Territoriality
157(1)
Seating Arrangement
157(3)
Personal Appearance
160(1)
Communication Environment
160(1)
Functions of Nonverbal Cues in Groups and Teams
161(2)
Nonverbal Messages Influence Perceived Leadership
161(1)
Nonverbal Messages Influence Persuasion Skills
161(1)
Nonverbal Messages Help Synchronize Interaction
162(1)
Nonverbal Messages Provide Information about Perceived Honesty or Dishonesty
163(1)
Interpreting Nonverbal Communication
163(5)
Virtual Communication
164(1)
Collaborating Ethically: What Would You Do?
165(2)
Case Study: Practice in Applying Principles
167(1)
Study Guide Putting Group Principles into Practice
168(4)
Chapter 8 Managing Conflict
172(36)
What is Conflict?
174(2)
Causes of Conflict
174(1)
Misconceptions about Conflict
175(1)
Types of Conflict
176(3)
Pseudo-Conflict: When People Misunderstand One Another
176(1)
Simple Conflict: When People Disagree about Issues
177(1)
Ego Conflict: When Personalities Clash
177(2)
Conflict and Diversity in Small Groups
179(2)
Approaches to Conflict in Individualistic and Collectivistic Cultures
179(1)
Approaches to Conflict in High-Context and Low-Context Cultures
179(1)
Theory Into Practice: Managing Conflict in Diverse Groups: Surface Diversity and Deep Diversity
180(1)
Approaches to Conflict When There are Gender Differences
180(1)
Conflict-Management Styles
181(4)
Avoidance
182(1)
Accommodation
182(1)
Competition
183(1)
Compromise
184(1)
Collaboration
184(1)
Collaborative Conflict Management: Principles and Skills
185(2)
Separate the People from the Problem
185(1)
Focus on Shared Interests
186(1)
Generate Many Options to Solve Problems
186(1)
Base Decisions on Objective Criteria
187(1)
When People are Not Cooperative: Dealing with Difficult Group Members
187(4)
Manage Your Emotions
187(1)
Case Study: Practice in Applying Principles
188(2)
Describe What is Upsetting You
190(1)
Disclose Your Feelings
190(1)
Collaborating Ethically: What Would You Do?
190(1)
Return to the Issue of Contention
191(1)
Groupthink: Conflict Avoidance
191(8)
Symptoms of Groupthink
193(2)
Suggestions for Reducing Groupthink
195(2)
Virtual Communication
197(2)
Consensus: Reaching Agreement Through Communication
199(6)
The Nature of Consensus
199(1)
Suggestions for Reaching Consensus
199(6)
Study Guide Putting Group Principles into Practice
205(3)
PART III Managing Group and Team Tasks
Chapter 9 Leadership
208(24)
What is Leadership?
209(1)
Trait Perspective: Characteristics of Effective Leaders
210(1)
Functional Perspective: Group Needs and Roles
210(4)
Task Leadership
210(2)
Process Leadership
212(2)
Situational Perspective: Adapting Style to Context
214(5)
Leadership Style
215(2)
Hersey's Situational Leadership® Model
217(1)
Some Observations on the Situational Approach to Leadership
218(1)
Shared Leadership in Teams
219(1)
Transformational Leadership
219(3)
Virtual Communication
220(1)
Case Study: Practice in Applying Principles
221(1)
Emergent Leadership in Small Groups
222(4)
The Minnesota Studies
222(1)
Collaborating Ethically: What Would You Do?
222(1)
Leadership and Gender
223(1)
Theory Into Practice: Servant Leadership
224(2)
Leadership and Self-Deception in Organizations
226(1)
Leadership Training
226(2)
Study Guide Putting Group Principles into Practice
228(4)
Chapter 10 Making Decisions and Solving Problems
232(28)
Group Decision Making: Choosing among Alternatives
233(6)
Elements of Group Decision Making
234(1)
Methods of Group Decision Making
234(1)
Obstacles to Quality Group Decision Making
235(3)
Uncertainty in Group Decision Making
238(1)
Group Problem Solving: Overcoming Obstacles to Achieve a Goal
239(2)
Problem Solving Defined
239(1)
Barriers to Group and Team Problem Solving
240(1)
Three Approaches to Group Problem Solving
241(14)
Descriptive Approach
241(1)
Collaborating Ethically: What Would You Do?
242(2)
Other Descriptive Models of Group Problem Solving
244(1)
Virtual Communication
245(3)
Functional Approach
248(2)
Theory Into Practice: The Bona Fide Perspective on Groups
250(3)
Prescriptive Approach
253(1)
Case Study: Practice in Applying Principles
254(1)
Cultural Assumptions about Group Problem Solving and Decision Making
255(2)
Study Guide Putting Group Principles into Practice
257(3)
Chapter 11 Using Problem-Solving Techniques
260(31)
An Overview of Prescriptive Problem-Solving Strategies
261(1)
The Origin of Prescriptive Problem-Solving Strategies
262(1)
Finding a Balance Between Group Structure and Interaction
262(3)
Groups Need Structure
263(1)
Groups Need Interaction
264(1)
Reflective Thinking: The Traditional Approach to Group Problem Solving
265(15)
Step 1 Identify and Define the Problem
265(1)
Tools for Defining the Problem
266(1)
Collaborating Ethically: What Would You Do?
267(1)
Step 2 Analyze the Problem
268(1)
Tools for Analyzing a Problem
269(4)
Virtual Communication
273(1)
How to Establish Criteria
273(1)
Step 3 Generate Several Possible Solutions
274(1)
Step 4 Evaluate Options and Select the Best Solution or Combination of Solutions
274(1)
Tools for Evaluating the Solutions
275(1)
Step 5 Test and Implement the Solution
276(1)
Tools for Implementing a Solution
276(1)
How to Use Reflective Thinking in Your Group or Team
277(3)
Question-Oriented Approaches to Problem Solving
280(3)
Ideal-Solution Format
280(1)
Single-Question Format
280(1)
How to Use Question-Oriented Approaches in Your Group or Team
281(1)
Theory Into Practice: Total Quality Management
282(1)
Beyond Technique
283(3)
Case Study: Practice in Applying Principles
284(2)
Study Guide Putting Group Principles into Practice
286(5)
Chapter 12 Enhancing Creativity in Groups and Teams
291(24)
What Is Creativity?
292(1)
Why Study Creativity?
293(1)
Myths about Creativity
294(1)
Creativity Myth 1 Creativity Is a Mysterious Process That Can't Be Learned
294(1)
Creativity Myth 2 Only a Few Gifted People Are Creative
294(1)
Creativity Myth 3 Creativity Just Happens
295(1)
Barriers to Group and Team Creativity
295(2)
Premature Evaluation of Ideas
295(1)
Poor Physical Surroundings
296(1)
Too Many People
296(1)
Poor Timing
296(1)
Stinking Thinking
296(1)
Principles of Group and Team Creativity
297(3)
Appropriately Analyze and Define the Problem
297(1)
Create a Climate of Freedom
298(1)
Listen to Minority Points of View
298(1)
Encourage People to See Things and Themselves Differently
299(1)
Selectively Increase Group and Team Structure
299(1)
Techniques for Enhancing Group and Team Creativity
300(13)
Brainstorming
301(2)
Case Study: Practice in Applying Principles
303(1)
The Nominal-Group Technique
303(2)
Collaborating Ethically: What Would You Do?
305(1)
Theory Into Practice: Using the Six Senses of The Whole Mind
306(1)
The Delphi Technique
307(1)
Electronic Brainstorming
308(1)
Virtual Communication
309(1)
The Affinity Technique
309(1)
How to Use Brainstorming in Your Group or Team
310(3)
Study Guide Putting Group Principles into Practice
313(2)
APPENDIX A Principles and Practices for Effective Meetings
315(12)
Giving Meetings Structure
316(3)
Determine the Meeting Goal(s)
317(1)
Identify Items That Need to Be Discussed to Achieve the Goal
317(1)
Organize the Agenda Items to Achieve the Goal
317(2)
Becoming a Meeting Facilitator: Managing Group and Team Interaction
319(3)
Be a Gatekeeper
320(1)
Focus on the Goal
320(1)
Monitor Time
320(1)
Structure Interaction
320(2)
How to Lead Meetings
322(1)
How to Participate in Meetings
322(4)
Theory Into Practice: How to Make a Meeting Better When You're Not the Meeting Leader
324(2)
Study Guide Putting Group Principles into Practice
326(1)
APPENDIX B Principles and Practices for Communicating to an Audience
327(7)
Panel Discussions
327(1)
Symposium Presentations
328(1)
Forum Presentations
328(1)
Planning What to Say to an Audience
329(2)
Analyze Your Audience
329(1)
Have a Clear Objective
330(1)
Identify Your Major Ideas
330(1)
Support Your Major Ideas
330(1)
Organize Your Ideas
330(1)
Presenting Information to an Audience
331(3)
Select Your Method of Delivery
331(1)
Use Effective Delivery Skills
331(1)
Consider Using Visual Aids
332(1)
Using Computer-Generated Graphics
333(1)
Glossary 334(6)
Notes 340(23)
Photo Credits 363(2)
Index 365