Problem-Solving and Decision-Making in Groups

While it is becoming more likely that we will interact in small groups with international diversity, we are guaranteed to interact in groups that are diverse in terms of the cultural identities found within a single country or the subcultures found within a larger cultural group.

Gender stereotypes sometimes influence the roles that people play within a group. For example, the stereotype that women are more nurturing than men may lead group members (both male and female) to expect that women will play the role of supporters or harmonizers within the group. Since women have primarily performed secretarial work since the 1900s, it may also be expected that women will play the role of the recorder. In these cases, stereotypical notions of gender place women in roles typically less valued in group communication. The opposite is true for men.

In terms of leadership, despite notable exceptions, research shows that men fill an overwhelmingly disproportionate amount of leadership positions. We are socialized to see certain behaviors by men as indicative of leadership abilities, even though they may not be.

For example, men are often perceived to contribute more to a group because they tend to speak first when asked a question or to fill a silence and are perceived to talk more about task-related matters than relationally oriented matters. Both of these tendencies create a perception that men are more engaged with the task. Men are also socialized to be more competitive and self-congratulatory, meaning that their communication may be seen as dedicated and their behaviors seen as powerful, and that when their work isn't noticed, they will be more likely to make it known to the group rather than take silent credit.

Even though we know that the relational elements of a group are crucial for success, even in high-performance teams, that work is not as valued in our society as task-related work.

Although some communication patterns and behaviors related to our typical (and stereotypical) gender socialization affect how we interact in and form perceptions of others in groups, the differences in group communication that used to be attributed to gender in early group communication research seem to be diminishing.

This is likely due to the changing organizational cultures from which much group work emerges, which now has more than 60 years to adjust to women in the workplace. It is also due to a more nuanced understanding of gender-based research, which does not take a stereotypical view from the beginning as many early male researchers did.

Now, instead of biological sex being assumed as a factor that creates inherent communication differences, group communication scholars see that men and women both exhibit a range of behaviors that are more or less feminine or masculine. It is these gendered behaviors, and not a person's gender that seem to have more of an influence on perceptions of group communication.

Interestingly, group interactions are still masculinist in that male and female group members prefer a more masculine communication style for task leaders. Both males and females in this role are more likely to adapt to a more masculine communication style. Conversely, men who take on social-emotional leadership behaviors adopt a more feminine communication style. In short, it seems that although masculine communication traits are more often associated with high-status positions in groups, both men and women adapt to this expectation and are evaluated similarly.

Other demographic categories are also influential in group communication and decision-making. In general, group members have an easier time communicating when they are more similar than different regarding race and age. This ease of communication can make group work more efficient, but the homogeneity may sacrifice some creativity. As we learned earlier, diverse groups (e.g., they have members of different races and generations) benefit from the diversity of perspectives regarding the quality of decision-making and creativity of output.

In terms of age, for the first time since industrialization began, it is common to have three generations of people (and sometimes four) working side by side in an organizational setting. Although four generations often worked together in early factories, they were segregated based on their age group, and a hierarchy existed with older workers at the top and younger workers at the bottom. Today, however, generations interact regularly, and it is not uncommon for an older person to have a leader or supervisor who is younger than him or her.

The current generations in the U.S. workplace and consequently in work-based groups include the following:

• The Silent Generation. Born between 1925 and 1942, this is the smallest generation in the workforce, since nearly all have retired or left for other reasons. This generation includes people born during the Great Depression or the early part of World War II, many of whom later fought in the Korean War. Gerald Clarke, "The Silent Generation Revisited," Time, June 29, 1970, 46.
  
  
• Baby Boomers. Born between 1946 and 1964, this was recently the largest generation in the workforce although most are now retiring. Baby boomers are the most populous generation born in U.S. history, working longer than previous generations, which means they may remain in the workforce in organizations for ten more years.
  
  
• Generation X. Born between 1965 and 1981, this generation was the first to see technology like cell phones and the Internet enter classrooms and our daily lives. Compared to previous generations, "Gen-Xers" are more diverse in terms of race, religious beliefs, and sexual orientation and have a greater appreciation for and understanding of diversity.
  
  
• Generation Y. Born between 1982 and 2000, "Millennials" do not remember a time without technology such as computers and cell phones. They are becoming central to the workforce and were greatly affected by the economic crisis of the late 2000s, experiencing significantly high unemployment rates.

The benefits and challenges that come with diversity of group members are important to consider. Since we will all work in diverse groups, we should be prepared to address potential challenges in order to reap the benefits. Diverse groups may be wise to coordinate social interactions outside of group time in order to find common ground that can help facilitate interaction and increase group cohesion. We should be sensitive but not let sensitivity create fear of "doing something wrong" that then prevents us from having meaningful interactions.