Pub Date : 2021-11-05DOI: 10.1108/978-1-80043-500-120211035
Torsten Reimer, Kirstin N. Dolick, Hayden Barber, J. Oh
A proposal in favor of a meta-theoretical approach to the study of group communication is advanced, which offers novel questions on group communication scholarship: the study of the bounded rationality of groups and teams. The chapter focuses on methodological implications of the bounded rationality perspective for group communication research. The notion of bounded rationality comes with an invitation to analyze group communication from the vantage point of an adaptation process that involves the communication processes that are employed by groups along with characteristics of the environments in which groups are situated. The general concept of bounded rationality is introduced and several promises that this meta-theoretical lens offers to group communication scholarship are described. Three methodological signature characteristics are highlighted: the development and test of process models, the analysis and description of the ecological and social environments of groups, and the development of representative designs in the study of groups.
{"title":"What Methodologies Are Needed to Study Group Communication? A Bounded Rationality Perspective","authors":"Torsten Reimer, Kirstin N. Dolick, Hayden Barber, J. Oh","doi":"10.1108/978-1-80043-500-120211035","DOIUrl":"https://doi.org/10.1108/978-1-80043-500-120211035","url":null,"abstract":"A proposal in favor of a meta-theoretical approach to the study of group communication is advanced, which offers novel questions on group communication scholarship: the study of the bounded rationality of groups and teams. The chapter focuses on methodological implications of the bounded rationality perspective for group communication research. The notion of bounded rationality comes with an invitation to analyze group communication from the vantage point of an adaptation process that involves the communication processes that are employed by groups along with characteristics of the environments in which groups are situated. The general concept of bounded rationality is introduced and several promises that this meta-theoretical lens offers to group communication scholarship are described. Three methodological signature characteristics are highlighted: the development and test of process models, the analysis and description of the ecological and social environments of groups, and the development of representative designs in the study of groups.","PeriodicalId":339787,"journal":{"name":"The Emerald Handbook of Group and Team Communication Research","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116418132","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-05DOI: 10.1108/978-1-80043-500-120211027
J. Ervin
This chapter describes the ways in which tasks structure group discussion and performance in organizational settings. Work teams are defined as three or more members of the same organization who work interdependently toward a shared task or goal while supporting that organization's mission. Action teams are a specific type of work group. They are characterized by tactical tasks that require newly formed teams to perform in high-stakes situations. This chapter starts by covering historical trends in organizational culture and climate and team training. The remainder of the chapter focuses on the interrelationships among tasks, communication, and performance. Several tips for managing effective work teams, such as staying on task during meetings and responding to changing team membership, are discussed. This chapter closes by making recommendations for future research.
{"title":"Work Groups and Action Teams: Distinguishing Among Task-oriented Groups","authors":"J. Ervin","doi":"10.1108/978-1-80043-500-120211027","DOIUrl":"https://doi.org/10.1108/978-1-80043-500-120211027","url":null,"abstract":"This chapter describes the ways in which tasks structure group discussion and performance in organizational settings. Work teams are defined as three or more members of the same organization who work interdependently toward a shared task or goal while supporting that organization's mission. Action teams are a specific type of work group. They are characterized by tactical tasks that require newly formed teams to perform in high-stakes situations. This chapter starts by covering historical trends in organizational culture and climate and team training. The remainder of the chapter focuses on the interrelationships among tasks, communication, and performance. Several tips for managing effective work teams, such as staying on task during meetings and responding to changing team membership, are discussed. This chapter closes by making recommendations for future research.","PeriodicalId":339787,"journal":{"name":"The Emerald Handbook of Group and Team Communication Research","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115405868","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-05DOI: 10.1108/978-1-80043-500-120211009
Andrew Pilny
This chapter conceptualizes computational methods across three related, yet distinct approaches: (1) Social Simulation, (2) Data Science, and (3) Big Data. Group communication research is then situated and reviewed along these three lines of research. Although some areas have considerable visibility (e.g., network analysis, text mining), some areas are less visible in group communication research (e.g., Social Simulation, Big Data designs). The chapter concludes with suggestions for issues regarding reliability, validity, and ethics.
{"title":"Computational Methods for Studying Group Communication","authors":"Andrew Pilny","doi":"10.1108/978-1-80043-500-120211009","DOIUrl":"https://doi.org/10.1108/978-1-80043-500-120211009","url":null,"abstract":"This chapter conceptualizes computational methods across three related, yet distinct approaches: (1) Social Simulation, (2) Data Science, and (3) Big Data. Group communication research is then situated and reviewed along these three lines of research. Although some areas have considerable visibility (e.g., network analysis, text mining), some areas are less visible in group communication research (e.g., Social Simulation, Big Data designs). The chapter concludes with suggestions for issues regarding reliability, validity, and ethics.","PeriodicalId":339787,"journal":{"name":"The Emerald Handbook of Group and Team Communication Research","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132459825","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-05DOI: 10.1108/978-1-80043-500-120211013
Randy Hirokawa, Ashley Laybon
Among the many influences on group decision making efficacy that have been identified by group researchers, the process that a group follows in arriving at a decision is widely regarded as one of the most important. This chapter reviews the research on group decision making processes for the purpose of explicating (a) the nature of group process, (b) the factors that influence group process, (c) the role that communication plays in group process, and (d) the influence of group process on decision making efficacy. The chapter concludes with suggestions for future research.
{"title":"Communication and Group Decision making Processes","authors":"Randy Hirokawa, Ashley Laybon","doi":"10.1108/978-1-80043-500-120211013","DOIUrl":"https://doi.org/10.1108/978-1-80043-500-120211013","url":null,"abstract":"Among the many influences on group decision making efficacy that have been identified by group researchers, the process that a group follows in arriving at a decision is widely regarded as one of the most important. This chapter reviews the research on group decision making processes for the purpose of explicating (a) the nature of group process, (b) the factors that influence group process, (c) the role that communication plays in group process, and (d) the influence of group process on decision making efficacy. The chapter concludes with suggestions for future research.","PeriodicalId":339787,"journal":{"name":"The Emerald Handbook of Group and Team Communication Research","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128317972","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-05DOI: 10.1108/978-1-80043-500-120211030
K. Real, Leanna Hartsough, Lise Huddleston
This chapter examines group communication in medical teams through psychological safety and simulation training research. Research has shown that medical teams are challenged by established hierarchies, power/status differences, temporal stability, changing team memberships, and deeply held beliefs that emphasize individual responsibility. A review of 47 studies (29 psychological safety, 18 simulation) was conducted to understand key findings in relationship to group communication. Results indicate that team leadership promotes team psychological safety, voice, and relationship quality while status differences and hierarchy continue to affect psychological safety within medical teams. Simulation training facilitated interprofessional relationships, attitudes toward teamwork, self-efficacy, and group communication. The findings of this review suggest that psychological safety may be developed through simulation training. The quality of patient care is improved when all members of medical teams have the ability and motivation to communicate effectively.
{"title":"Communicating in Medical Teams and Groups: Examining Psychological Safety and Simulation Training","authors":"K. Real, Leanna Hartsough, Lise Huddleston","doi":"10.1108/978-1-80043-500-120211030","DOIUrl":"https://doi.org/10.1108/978-1-80043-500-120211030","url":null,"abstract":"This chapter examines group communication in medical teams through psychological safety and simulation training research. Research has shown that medical teams are challenged by established hierarchies, power/status differences, temporal stability, changing team memberships, and deeply held beliefs that emphasize individual responsibility. A review of 47 studies (29 psychological safety, 18 simulation) was conducted to understand key findings in relationship to group communication. Results indicate that team leadership promotes team psychological safety, voice, and relationship quality while status differences and hierarchy continue to affect psychological safety within medical teams. Simulation training facilitated interprofessional relationships, attitudes toward teamwork, self-efficacy, and group communication. The findings of this review suggest that psychological safety may be developed through simulation training. The quality of patient care is improved when all members of medical teams have the ability and motivation to communicate effectively.","PeriodicalId":339787,"journal":{"name":"The Emerald Handbook of Group and Team Communication Research","volume":"511 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123408533","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-05DOI: 10.1108/978-1-80043-500-120211014
E. Rouwette, L. A. Franco
This chapter focuses on techniques and technologies to aid groups in making decisions, with an emphasis on computer-based support. Many office workers regularly meet colleagues and clients in virtual meetings using videoconferencing platforms, which enable participants to carry out tasks in a manner similar to a face-to-face meeting. The development of computer-based platforms to facilitate group tasks can be traced back to the 1960s, and while they support group communication, they do not directly support group decision making. In this chapter we distinguish four technologies developed to provide support to group decisions, clustered into two main traditions. Technologies in the task-oriented tradition are mainly concerned with enabling participants to complete tasks to solve the group's decision problem via computer-supported communications. Group Decision Support Systems and social software technologies comprise the task-oriented tradition. Alternately, in the model-driven tradition, participants use computers to build and use a model that acts as a referent to communicate, mostly verbally, about the group's decision problem. System modeling and decision-modeling technologies constitute the model-driven tradition. This chapter sketches the history and guiding ideas of both traditions, and describes their associated technologies. The chapter concludes with questioning if increased availability of online tools will lead to increased use of group decision support technologies, and the differential impact of communication support versus decision support.
{"title":"Technologies for Improving Group Decision making","authors":"E. Rouwette, L. A. Franco","doi":"10.1108/978-1-80043-500-120211014","DOIUrl":"https://doi.org/10.1108/978-1-80043-500-120211014","url":null,"abstract":"This chapter focuses on techniques and technologies to aid groups in making decisions, with an emphasis on computer-based support. Many office workers regularly meet colleagues and clients in virtual meetings using videoconferencing platforms, which enable participants to carry out tasks in a manner similar to a face-to-face meeting. The development of computer-based platforms to facilitate group tasks can be traced back to the 1960s, and while they support group communication, they do not directly support group decision making. In this chapter we distinguish four technologies developed to provide support to group decisions, clustered into two main traditions. Technologies in the task-oriented tradition are mainly concerned with enabling participants to complete tasks to solve the group's decision problem via computer-supported communications. Group Decision Support Systems and social software technologies comprise the task-oriented tradition. Alternately, in the model-driven tradition, participants use computers to build and use a model that acts as a referent to communicate, mostly verbally, about the group's decision problem. System modeling and decision-modeling technologies constitute the model-driven tradition. This chapter sketches the history and guiding ideas of both traditions, and describes their associated technologies. The chapter concludes with questioning if increased availability of online tools will lead to increased use of group decision support technologies, and the differential impact of communication support versus decision support.","PeriodicalId":339787,"journal":{"name":"The Emerald Handbook of Group and Team Communication Research","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131458244","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-05DOI: 10.1108/978-1-80043-500-120211034
K. Tracy
The chapter defines practice approaches and considers the several ways the concept of practice has functioned in the academic and practitioner literatures. As “practice” has been a minor term in prior group studies, the next section argues that foregrounding practice in future group research is a promising direction. Not only does a practice approach privilege interactional messages, which are at the heart of communication, but foregrounding practices can help actual groups function better. A practice approach to group research can accomplish three things: (1) offer guidance about how to design and implement sensitive activities; (2) identify contextual aspects of dispersed practices such as giving information; and (3) make visible how key group norms are interactionally accomplished in nonstraightforward ways. Examples of each of these activities are illustrated.
{"title":"Foregrounding Practices: Cultivating Stronger Groups and Teams","authors":"K. Tracy","doi":"10.1108/978-1-80043-500-120211034","DOIUrl":"https://doi.org/10.1108/978-1-80043-500-120211034","url":null,"abstract":"The chapter defines practice approaches and considers the several ways the concept of practice has functioned in the academic and practitioner literatures. As “practice” has been a minor term in prior group studies, the next section argues that foregrounding practice in future group research is a promising direction. Not only does a practice approach privilege interactional messages, which are at the heart of communication, but foregrounding practices can help actual groups function better. A practice approach to group research can accomplish three things: (1) offer guidance about how to design and implement sensitive activities; (2) identify contextual aspects of dispersed practices such as giving information; and (3) make visible how key group norms are interactionally accomplished in nonstraightforward ways. Examples of each of these activities are illustrated.","PeriodicalId":339787,"journal":{"name":"The Emerald Handbook of Group and Team Communication Research","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116691048","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-05DOI: 10.1108/978-1-80043-500-120211018
D. Henningsen, M. Henningsen
In this chapter, we examine social influence in groups by considering three distinct aspects of the complex process: the force, the source, and the message. The force instantiates the internal drivers that are activated to change group members' public and private positions. These drivers relate to a desire for accuracy (i.e., informational influence) or a desire for group harmony (i.e., normative influence). The source of social influence includes influence attempts from a majority or a minority of group members. Finally, influence messages can contain evidence in support of a position (i.e., informational statements) or group member preferences (i.e., normative statements). These aspects are frequently conflated with informational influence strongly linked to minorities and informational statements and normative influence similarly linked to majorities and normative statements. We review research consistent with this position. However, we argue that each aspect should be considered separately. Thus, we also explore how majorities and normative statements generate informational influence and how minorities and informational statements lead to normative influence.
{"title":"Persuasion and Social Influence in Groups","authors":"D. Henningsen, M. Henningsen","doi":"10.1108/978-1-80043-500-120211018","DOIUrl":"https://doi.org/10.1108/978-1-80043-500-120211018","url":null,"abstract":"In this chapter, we examine social influence in groups by considering three distinct aspects of the complex process: the force, the source, and the message. The force instantiates the internal drivers that are activated to change group members' public and private positions. These drivers relate to a desire for accuracy (i.e., informational influence) or a desire for group harmony (i.e., normative influence). The source of social influence includes influence attempts from a majority or a minority of group members. Finally, influence messages can contain evidence in support of a position (i.e., informational statements) or group member preferences (i.e., normative statements). These aspects are frequently conflated with informational influence strongly linked to minorities and informational statements and normative influence similarly linked to majorities and normative statements. We review research consistent with this position. However, we argue that each aspect should be considered separately. Thus, we also explore how majorities and normative statements generate informational influence and how minorities and informational statements lead to normative influence.","PeriodicalId":339787,"journal":{"name":"The Emerald Handbook of Group and Team Communication Research","volume":"322 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123163536","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-05DOI: 10.1108/978-1-80043-500-120211002
Joann Keyton, S. Beck, M. S. Poole, Dennis S. Gouran
Group communication as an area of intellectual interest had its beginnings in communication pedagogy with the goal of helping students to become more effective decision makers. A by-product is that group decision making became and remained a central research focus for many years. In the last 20 years, group communication research has facilitated the development of theory, research methods, and technology. Since 2000, group communication scholars have developed research lines on (1) virtual/digital team communication; (2) information sharing, hidden profile, and transactive memory systems; and (3) group participation. This chapter also explores the way in which group communication scholars have become connected with other disciplines that study groups and teams. The chapter concludes with current research methods trends, including interaction analysis, multilevel modeling, and qualitative methods.
{"title":"Group Communication: A Continued Evolution","authors":"Joann Keyton, S. Beck, M. S. Poole, Dennis S. Gouran","doi":"10.1108/978-1-80043-500-120211002","DOIUrl":"https://doi.org/10.1108/978-1-80043-500-120211002","url":null,"abstract":"Group communication as an area of intellectual interest had its beginnings in communication pedagogy with the goal of helping students to become more effective decision makers. A by-product is that group decision making became and remained a central research focus for many years. In the last 20 years, group communication research has facilitated the development of theory, research methods, and technology. Since 2000, group communication scholars have developed research lines on (1) virtual/digital team communication; (2) information sharing, hidden profile, and transactive memory systems; and (3) group participation. This chapter also explores the way in which group communication scholars have become connected with other disciplines that study groups and teams. The chapter concludes with current research methods trends, including interaction analysis, multilevel modeling, and qualitative methods.","PeriodicalId":339787,"journal":{"name":"The Emerald Handbook of Group and Team Communication Research","volume":"72 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128580141","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-05DOI: 10.1108/978-1-80043-500-120211015
Nicole A. Ploeger-Lyons, Joann Keyton
Work groups and teams are common across all types of organizations. After providing both practical and scholarly definitions, this chapter examines work team processes common across groups (groupthink and bullying) that largely constrain group work both in and out of meetings. The chapter concludes with attention to work team evaluations (satisfaction with group process and continuity), meeting evaluations, and an overview of relational byproducts of task accomplishment.
{"title":"Work Processes in Teams","authors":"Nicole A. Ploeger-Lyons, Joann Keyton","doi":"10.1108/978-1-80043-500-120211015","DOIUrl":"https://doi.org/10.1108/978-1-80043-500-120211015","url":null,"abstract":"Work groups and teams are common across all types of organizations. After providing both practical and scholarly definitions, this chapter examines work team processes common across groups (groupthink and bullying) that largely constrain group work both in and out of meetings. The chapter concludes with attention to work team evaluations (satisfaction with group process and continuity), meeting evaluations, and an overview of relational byproducts of task accomplishment.","PeriodicalId":339787,"journal":{"name":"The Emerald Handbook of Group and Team Communication Research","volume":"141 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116203575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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