- Formation; at this stage group members will be uncertain of the groups’ structure and goals.
- Storming; this is the testing stage. Conflict and disagreements between members help to determine how the group will develop. At this stage, a leader will emerge as well as various sub-groups.
- Norming; the group becomes more mature and cohesive. The group rules and norms are forged.
- Performing; in this stage, the group emerges with its own patterns of behavior. Group conflicts are resolved and the group works constructively towards problem solving. Energy is directed towards the group’s tasks.
This life pattern of a group is not static but fluid and dynamic. It is often repeated during the life of a group and as the group develops. However, the role of the individual members and the patterns of intra-group communication remain constant. For effective intra-group communication, each group member must be aware of the group’s aims and shared goals. In addition, every member must be aware of their established roles within the group and act accordingly. Ideally, this should have been accomplished in the ‘storming’ stage of group formation.
Another characteristic of the ‘storming’ stage of group formation is the emergence of a leader. Four styles of leadership have been identified. Firstly, the Autocratic leader, this is usually a leader with an authoritarian personality. This type of leader will usually command the group members to attain the group goals. It usually found in formal groups such as the boss at work or a political leader. The intra-group communication will be abrupt and domineering. The effect of this leader on the other group members is that the group’s moral is undermined and communications can be misunderstood. The group’s productivity can be high but usually of poor quality.
Secondly, the Laissez-faire leader does not take such a commanding control. Moral and group satisfaction may again be low. Productivity is likely to low and of a poor standard.
Thirdly, the democratic leader will offer guidance and value each group member. Intra-group moral will be high and members will be capable of working independently. Productivity may not be as high as the group with the autocratic leader but it will be of a good standard. Intra-group communication will be good, as this type of leader will value each member’s ideas and opinions.
In the western world we are socialised to accept democracy as part of our culture. This may be the reason why most leaders adopt this style. However, it is worth pointing out that in other cultures, for example, in Iraq, their leaders have adopted the autocratic style. It could be that different leadership styles are appropriate for different types of group
Intra-group communication can be affected by any number of things. How an individual perceives a group and the other group members can affect how they communicate with that group. A person may be positive, negative or neutral depending on whether one likes, dislikes or is indifferent towards the group. For instance, if we aspire to join a prestigious golf club we endeavor to present ourselves favorably and positively in order to boost our self-image and present ourselves in a complimentary light. Conversely, as a member of an involuntary group we may communicate negatively or display antagonism.
The way in which we perceive the group affects the roles we play as group members, which in turn effects our intra-group communication. There are two types of role in groups. Group building and maintenance roles. Those roles when played help to strengthen the group. Task roles, the functions we need to perform to achieve the group’s goals. An individual performs specific functions within the group. These can be positive such as offer praise for ideas or valuing the opinions of other members or negative, such as seeking sympathy, aggressiveness or withdrawal.
We all tend to favour the group to which we belong. We like to promote members of our own group over the out-group because it enhances the group’s own status and therefore our own self-esteem (Tajifel and Turner 1986) When our in-group feels threatened by the out-group certain strategies take place to strengthen the groups unity. In times of crisis group solidarity is increased and each member of the group supports one another. The group effectively closes ranks and resists any criticism from the threatening out-group. There is a strong feeling of patriotism. The group believes it is invulnerable and there is a collective believe in the groups morality. Internal friction is avoided, any internal disagreement is quashed and the group believes that any decisions made are unanimous. The pressure to conform to the group rules is increased and those members who resist conformity may be ostracised. Finally, the group will portray the enemy as worthless or in extreme cases evil.
The dangers of these strategies, when a group is in serious conflict, can be negative stereotyping of the out-group. The positive characteristics of the out-group can often be disregard and their negative features are enhanced. This negative stereotyping is called deindividuation. The group can become insulated from outside views and there is little opportunity to hear or discuss others suggestions. In political situations this can sometimes have disastrous results. For example, the British National Coal Board ignored warnings about a possible coal tip slide in Aberfan, Wales, in 1961, in order to save time and money. This dire decision resulted in the burying of an entire school in which 116 children where killed. Decisions such as this can be explained by a phenomenon called groupthink. (Janis 1972)
According to Janis, Groupthink is defined as “a deterioration of mental efficiency, reality testing and moral judgements which results from in-group pressure” Groupthink can occur for a variety of reasons. Janis (1972) concluded from his studies into American foreign policy that five features marked the decisions that turned out badly. First, the groups making the decisions were very cohesive. Secondly, the group was ignoring reality. Thirdly, the decision-makers rarely considered alternative options. Fourthly, the group was always under pressure to reach a quick decision. Finally, an autocratic leader always dominated the group.
In conclusion, we can define a group as a number of people that interact and for effective intra-group communication each member must be aware of their roles and the groups goals. Leadership style is important for the groups moral, communication and goal achievement.
Intra-group communication is affected by how we perceive the group and other group members. When the group feels threatened it closes ranks and group solidarity is increased.
Finally, leadership style has an important function in inter-group communication. If groupthink and bad decisions are to be avoided the leader needs to be aware of groupthink. A leader communicates to the individual members of the group the group’s goals. He motivates the members into achieving these goals.
Bibliography
Beck A, Bennet P, Wall P, AS Communication Studies, The Essential Information. Routledge (2002) London and New York
Brown R Group Processes, Dynamics Within and Between Groups. Basil Blackwell Ltd (1990) Oxford UK
The Communication Kit. Cambridge University Press (1989)
