Strategies used in group communication

by keesha_andre (student)

Group Communication

Bruce Tuckman (1965) outlined a model of group development based around a number of stages, or a sequence, of group activity. Tuckman’s theory suggests that groups must go through these stages to be effective and that the pattern of communication in each of the four stages is different

Forming involves group members coming together and asking basic questions about the purpose and aims of the group, each member’s role within it and commitment to it. In this first stage of group development, members tend to feel quite anxious, often prioritise their own interests and may feel ‘disorientated’ in their interactions with others. A leader usually emerges in this early stage.

Storming, the second stage is a period of conflict within the group. Members may argue over the purpose of the group, may contest its aims and sometimes resist the authority and role of the leader. In this stage, power and control are the main issues. Eventually, the purpose of the group and the roles within it become clearer as power and control battles are won and lost. Without tolerance and patience at this stage, the team will fail. Co-operation between members should begin to develop towards the end of this phase.

Norming is the stage when the group’s identity develops. A strong set of shared values, norms of behaviour and a group ‘culture’ emerge. The group arrives at one goal and agrees a shared plan to achieve it. The group becomes more cohesive and group members tend to work together to resolve conflicts.

Performing is the stage when the group finally matures and gets down to working effectively. Members tend to focus more on the overall goal rather than on relationships between themselves.

Relationships have, by this stage, become more comfortable and are based on trust and mutual support.

Strategies used in group communication

Proposing strategies where new ideas, suggestions or plans of action are put forward in a positive and constructive way

Building strategies in which a group member extends or develops ideas and proposals offered by other group members; these tend to be positive, constructive interactions

Supporting strategies where group members communicate active support for, or agreement with, the contributions of one or more other group members, making the group more cohesive and co-operative Dominating behaviours where an individual or clique monopolises communication opportunities to gain and use power in their interactions with other group members

Disagreeing where a difference of opinion or disapproval of the contributions or behaviour of other group members is expressed; disagreements can be made in a constructive way or in a negative, critical way

Defensive strategies in which group members put up a defence of their own position, ideas or views when other group members

Attacking strategies that challenge other group members’ ideas or behaviour; these may be met by defensive responses

Blocking strategies which are used to place obstacles or difficulties in the way of other group members’ proposals or contributions – these tend to be negative manoeuvres, designed to ...

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Defensive strategies in which group members put up a defence of their own position, ideas or views when other group members

Attacking strategies that challenge other group members’ ideas or behaviour; these may be met by defensive responses

Blocking strategies which are used to place obstacles or difficulties in the way of other group members’ proposals or contributions – these tend to be negative manoeuvres, designed to frustrate other group members’ efforts

Summarising, a communication strategy that seeks to support and maintain the work of group members; it involves a member restating or summing up the contributions and previous discussions of the group

Pairing which occurs where a couple of group members talk to each other ‘off task’, distracting attention from the main focus or work of the group

Inclusive behaviours which aim to bring less powerful or more isolated group members into discussions; these strategies usually involve seeking the views, ideas and thoughts of these group members to encourage interaction within the wider group

Exclusive communications have the opposite intention and effect to inclusive behaviours – they aim to block other people’s communication and frustrate interaction.

What is group communication?

People belong to a range of different groups including family, friendship and work groups. Interaction in group situations is important for social, intellectual and emotional development. Health and social care workers communicate in group situations when they participate in:

Report or handover meetings where individuals’ needs are discussed

Case conferences and discharge meetings

Therapeutic and activity groups

Meetings with relatives and managers of care organisations

The communication skills we use in group contexts are slightly different from those we use in one-to-one situations. One of the main differences is that people have to make compromises and must learn how and when to take turns at speaking and listening. Communication in groups can sometimes feel challenging, competitive and negative where a few members of the group dominate.

However, groups can also be supportive, cooperative and productive when members

Respect each other, are inclusive and share information. People who are effective group members:

Make verbal contributions to the group

Listen to other group members

Respond positively to the group leader

Are open about themselves

Don’t try to distract others or disrupt the main purpose of the group

Have a positive and constructive approach to other group members

Arrive on time and stay until the end of the group meeting

Case study

Arata is a member of a local Youth Group. Together with her friends she has come up with an idea for organising a ‘girls only’ exercise group during the week. But not all members of the group support Arata’s idea. When they get together there are arguments about organising and running of the group. Arata hopes that one of her staff will be able to lead the group to help sort out what they can do.

Some of the barriers that could affect the group communication

Physical Barriers

If one member of the team is geographically a long distance apart, then communication can be adversely affected. One of the most effective forms of communication is talking face to face, and not being able to do this can provide a barrier to effective communication. Video conferencing overcomes this difficulty to some extent. Physical barriers refer to a large number of physical factors ranging from noise and bodily movements to ill health of either or both the participants, confusion and discomfort. Even the slightest of the undesirable sound such as that arising out of dragging a table or sneezing or banging of the door or the window panes or creaking of the door or the fan etc. can pose a distraction especially to the listener leading to loss of certain information.

Cultural Barriers

If the team has members from different country, a language barrier can affect team communication by presenting difficulties with understanding and conveying information. Other cultural barriers can involve not sharing another team member's religion or beliefs.

Emotional Barriers

Communication in the team must be open and honest, and if a team member feels that he/she cannot trust one or more of their colleagues, then he/she may withhold information, or be reluctant to share it. Any conflicts that arise in a team should be rectified and resolved as quickly as possible

Seating

The way that the seats are organised in a room can have a big impact on interaction and group communication. Seating that is organised in rows or a line around the outside of the room is less likely to promote interaction than seating organised into small clusters, for example. The seating in a room should be organised in a way that brings people into relatively close proximity, promoting eye contact. While people need to be close enough to interact and talk, seating arrangements shouldn’t cause the room to feel

Time

Having a time limit on a meeting can restrict the quality of communication; members of a group or team may have to get through an agenda quickly or the meeting may be curtailed by the next group arriving.

Attitudinal barriers

Attitudinal barriers are behaviours or perceptions that prevent people from communicating effectively. Attitudinal barriers to communication may result from personality conflicts, poor management, resistance to change or a lack of motivation

Systematic barriers

Systematic barriers to communication may exist in structures and organisations where there are inefficient or inappropriate information systems and communication channels, or where there is a lack of understanding of the roles and responsibilities for communication. In such organisations, individuals may be unclear of their role in the communication process and therefore not know what is expected of them.

Barriers to group communication associated with cultural variation can be overcome by:

• developing knowledge and awareness of cultural differences, particularly with regard to communication behaviours (eye contact, touch and proximity, for example)

• monitoring and checking the cultural meaning of non-verbal messages that the group receive

• being aware of the way you use verbal and non-verbal messages in your own communication

• ensuring the group leader/members don’t make inappropriate assumptions about the ability of other people to understand you.

Barriers to group communication associated with emotional states can be overcome by:

Communication can break down when the receivers reacts negatively to either of these meanings. The group may have to deal with people when they are upset. An upset person tends to ignore or distort what the other person is saying and is often unable to present feelings and ideas effectively. This is not to say the group should avoid all communication when someone is emotionally involved, but they should be alert to the greater potential for misunderstanding that accompanies aroused emotions. To overcome emotional barriers, they have to be aware of the feelings that arise in themself and in others as they communicate, and attempt to control them. Most important, be alert to the greater potential for misunderstanding that accompanies emotional messages.

Barriers to group communication associated with physical barriers can be overcome by:

In overcoming physical Barriers the group leader should able to avoid physical distractions for example when he/she is about to make a presentation try to find a setting which permits the audience to see and hear clearly. Another way to overcome physical barriers, the group leader can setup a computer network in other for the staffs to communicate with one another. Also the group leader should make sure the room that is going to be used has the best lighting, seating arrangement and has no distraction nearby.

Barriers to group communication associated with attitudinal barriers can be overcome by:

If they some of the group member is being loud and disrespectful to other members, the group leader could politely calm them down and if they don’t listen the group leader could ask them to leave politely. The group leader needs to avoid to create bad atmosphere