Communicating in groups : applications and skills

목차 (Table of Contents)

• CONTENTS
• PREFACE = xi
• PART ONE Orientation to Small Group Systems
• CHAPTER ONE Small Groups as the Heart of Society = 2
• Groups in Your Life = 6
• Groups as Problem Solvers = 6
• Participating in Groups = 7
• Groups versus Individuals as Problem Solvers = 8
• When a Group Is a Good Choice = 9
• When a Group Is Not a Good Choice = 10
• Groups, Small Groups, and Small Group Theory = 11
• Group = 11
• Small Group = 12
• Group Dynamics = 13
• Communication = 13
• Small Group Communication = 14
• Classifying Groups by Their Major Purpose = 14
• Primary or Secondary Groups = 14
• Primary Groups = 15
• Secondary Groups = 15
• Types of Secondary Groups = 16
• Learning Groups = 16
• Organizational Groups = 16
• The Participant-Observer Perspective = 19
• Summary = 20
• Review Questions = 21
• Bibliography = 21
• References = 21
• CHAPTER TWO Groups as Structured Open Systems = 24
• Overview of General Systems Theory = 26
• The Small Group as a System = 27
• Definition of a System = 28
• Concepts Vital to Understanding Systems = 28
• Inputs = 28
• Throughput Processes = 31
• Outputs = 32
• Environment = 33
• Characteristics of Systems = 33
• Open and Closed Systems = 33
• Interdependence = 35
• Feedback = 36
• Multiple Causes, Multiple Paths = 36
• Life Cycles in the System = 37
• Organizations as Systems of Groups = 38
• Summary = 40
• Review Questions = 41
• Bibliography = 42
• Reference = 42
• PART TWO Foundations of Small Group Communicating
• CHAPTER THREE Interpersonal Communication Principles for Group Members = 44
• Communication: What's That? = 47
• Myths about Communicating = 51
• Listening: Receiving, Interpreting, and Responding to Messages from Other Group Members = 52
• Listening Defined = 53
• The Effects of Culture on the Communication Process = 54
• Habits of Poor Listeners = 58
• Listening Actively = 61
• Focused Listening = 63
• Summary = 64
• Review Questions = 65
• Bibliography = 65
• References = 66
• CHAPTER FOUR Verbal and Nonverbal Messages = 68
• Creating Messages in a Small Group = 70
• Levels of Meaning = 71
• Using Language to Help the Group Progress = 71
• Follow the Rules = 72
• Adjust to the Symbolic Nature of Language = 73
• Use Emotive Words Cautiously = 75
• Organize Remarks = 77
• Make Sure the Discussion Question is Clear and Appropriate = 80
• Nonverbal Signals in Small Group Communication = 84
• Principles of Nonverbal Communication = 84
• Functions of Nonverbal Signals = 86
• Categories of Nonverbal Signals = 87
• Appearance = 87
• Space and Seating = 88
• Facial Expressions and Eye
• Contact = 89
• Movements = 90
• Voice = 90
• Timing = 91
• Summary = 92
• Review Questions = 93
• Bibliography = 93
• References = 93
• CHAPTER FIVE Critical Thinking in the Small Group = 94
• What Makes Thinking "Critical"? = 96
• Attitudes = 98
• Gathering Information = 100
• Assessing Information Needs = 101
• Collecting Needed Resources = 102
• Evaluating Information = 103
• Determining the Meaning of What is Being Said = 104
• Distinguishing Fact from Opinion and Inference = 106
• Identifying and Clarifying Ambiguous Terms = 106
• Evaluating Opinions by Determining the Credibility of the Source = 107
• Assessing the Accuracy and Worth of the Information = 108
• Checking for Errors in Reasoning = 110
• Overqeneralizing = 110
• Attacking a Person Instead of the Argument = 111
• Confusing Causal Relationships = 112
• Either-Or Thinking = 112
• Incomplete Comparisons = 113
• Asking Probing Questions = 114
• Behaviors Counterproductive to Critical Thinking = 115
• Impulsiveness = 116
• Overdependence on Authority Figures = 116
• Lack of Confidence = 116
• Dogmatic, Inflexible Behavior = 117
• Unwillingness to Make the Effort to Think Critically = 118
• Summary = 118
• Review Questions = 119
• Bibliography = 119
• References = 120
• PART THREE Understanding and improving Group Throughput Processes
• CHAPTER SIX Becoming a Group = 122
• Primary, Secondary, and Tertiary Tensions = 124
• Managing Tensions = 126
• Phases in the Development of a Group = 128
• Rules and Norms = 129
• Development of Group Norms = 130
• Enforcement of Group Norms = 132
• Dealing with Deviants = 133
• Changing a Group Norm = 135
• Group Roles = 136
• Types of Roles = 136
• Role Functions in a Small Group = 137
• Individual Roles and the Hidden Agenda = 139
• The Emergence of Roles in a Group = 140
• Development of the Group's Culture = 141
• Fantasy Themes = 142
• Group Climate = 144
• Trust = 144
• Cohesiveness = 145
• Supportiveness = 146
• Summary = 147
• Review Questions = 148
• Bibliography = 149
• References = 149
• CHAPTER SEVEN Perspectives on Leading Small Groups = 152
• Leadership and Leaders = 155
• Leadership = 155
• Sources ol Power in the Small Group = 156
• Leaders = 158
• Designated Leader = 158
• Emergent Leader = 161
• Myths about Leadership = 162
• Current Ideas about Leadership = 166
• The Functional Concept of Group Leadership = 166
• Leader as Completer = 167
• The Contingency Concept of Group Leadership = 168
• Leadership Adaptability as the Key to Effectiveness = 170
• Summary = 172
• Review Questions = 173
• Bibliography = 174
• References = 174
• CHAPTER EIGHT Applying Leadership Principles = 176
• What Groups Expect Leaders to Do = 178
• Administrative Duties = 179
• Planning for Meetings = 179
• Following Up on Meetings = 181
• Leading Group Discussions = 181
• Initiating Discussions = 183
• Structuring Discussions = 183
• Equalizing Opportunity to Participate = 185
• Stimulating Creative Thinking = 187
• Stimulating Critical Thinking = 187
• Fostering Meeting-to-Meeting Improvement = 188
• Developing the Group = 189
• Establishing a Climate of Trust = 189
• Developing Teamwork and Promoting Cooperation = 190
• Managing the Group's Written Communication = 191
• Personal Notes = 192
• Group Records = 193
• Written Notices and Visuals = 195
• Reports and Resolutions = 195
• Group-Centered Democratic Leadership: A Special Case = 197
• Summary = 201
• Review Questions = 201
• Bibliography = 201
• References = 202
• CHAPTER NINE Procedures for a Problem-Solving Group = 204
• Scientific Method as the Basis for Problem Solving = 208
• Characteristics of Problems = 209
• Definition of Problem = 209
• Problem Solving versus Decision Making = 210
• Problem Characteristics = 210
• Task Difficulty = 211
• Solution Multiplicity = 211
• Intrinsic Interest = 211
• Member Familiarity = 211
• Acceptance Level = 211
• Area of Freedom = 212
• The General procedural Model for Problem Solving = 213
• 1. Describing and Analyzing the Problem = 214
• 2. Generating and Explaining Possible Solutions = 216
• 3. Evaluating Possible Solutions = 217
• Criteria for Evaluating Solutions = 217
• Narrowing a Long List of Proposed Solutions = 218
• Charting the Pros and Cons = 219
• 4. Deciding on a Solution = 219
• Different Ways to Make Decisions in Groups = 220
• 5. Planning How to Implement the Solution = 221
• Applications of the General Procedural Model for Problem Solving = 223
• Summary = 223
• Review Questions = 226
• Bibliography = 226
• References = 226
• CHAPTER TEN Managing Conflicts Productively = 228
• What Is Conflict? = 231
• Myths about Conflict = 231
• Groupthink = 234
• Symptoms of Groupthink = 235
• Preventing Grouptnink = 237
• Managing Conflict in the Group = 240
• Conflict Management Styles = 240
• Avoidance = 240
• Accommodation = 241
• Competition = 242
• Collaboration = 243
• Compromise = 243
• Expressing Disagreement = 245
• Steps in Principled Negotiation = 247
• Breaking a Deadlock = 249
• Mediation by the Leader = 249
• Third Party Arbitration = 252
• Summary = 252
• Review Questions = 253
• Bibliography = 254
• References = 254
• PART FOUR Special Techniques for Small Groups
• CHAPTER ELEVEN Group Techniques in Organizations = 256
• Generating Information and Ideas = 259
• Brainstorming = 259
• Focus Groups = 262
• Buzz Groups = 263
• Identifying Problems = 265
• Problem Census = 265
• RISK Technique = 267
• Solving Problems and Making Decisions Effectively = 268
• Nominal Group Technique = 269
• Implementing Group Solutions = 272
• PERT = 272
• Improving Organizational Effectiveness = 273
• Quality Circles = 273
• Self-Managed Work Teams = 276
• When Members Cannot Meet Face-to-Face = 277
• Delphi Technique = 277
• Teleconferencing = 279
• Summary = 280
• Review Questions = 281
• Bibliography = 281
• References = 282
• CHAPTER TWELVE Techniques for Observing Problem-Solving Groups = 284
• The Role of the Observer = 287
• Observation Instruments and Techniques = 290
• Verbal Interaction Analysis = 290
• Content Analysis Procedures = 290
• SYMLOG = 292
• Member／Observer Rating Scales = 296
• Rating Scales for General Evaluation = 298
• Postmeeting Reaction Forms = 298
• Evaluating Individual Participants = 301
• Evaluating Group Leadership = 301
• Summary = 308
• Review Questions = 308
• References = 309
• INDEX = 311