Problem-Solving and Decision-Making in Groups
Read this section to learn about common components/characteristics of problems and the five steps in group problem-solving. This article also describes the brainstorming and discussion that should occur before group decision-making, compares and contrasts decision-making techniques, and discusses various influences on decision-making.
Domestic Diversity and Group Communication
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 recorder. In both of
these cases, stereotypical notions of gender place women in roles that
are typically not as 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 the
task-related work.
Despite the fact that 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 have now had more than sixty
years to adjust to women in the workplace. It is also due to a more
nuanced understanding of gender-based research, which doesn't take a
stereotypical view from the beginning as many of the 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 and
that 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 in terms of race and age. This ease of
communication can make group work more efficient, but the homogeneity
may sacrifice some creativity. As we learned earlier, groups that are
diverse (e.g., they have members of different races and generations)
benefit from the diversity of perspectives in terms of 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 US workplace and consequently in
work-based groups include the following:
- The Silent Generation. Born between 1925 and 1942, currently in their midsixties to mideighties, this is the smallest generation in the workforce right now, as many have retired or left for other reasons. This generation includes people who were 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.
- The Baby Boomers. Born between 1946 and 1964, currently in their late forties to midsixties, this is the largest generation in the workforce right now. Baby boomers are the most populous generation born in US history, and they are working longer than previous generations, which means they will remain the predominant force in organizations for ten to twenty more years.
- Generation X. Born between 1965 and 1981, currently in their early thirties to midforties, this generation was the first to see technology like cell phones and the Internet make its way into classrooms and our daily lives. Compared to previous generations, "Gen-Xers" are more diverse in terms of race, religious beliefs, and sexual orientation and also have a greater appreciation for and understanding of diversity.
- Generation Y. Born between 1982 and 2000, "Millennials" as they are also called are currently in their late teens up to about thirty years old. This generation is not as likely to remember a time without technology such as computers and cell phones. They are just starting to enter into the workforce and have been 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. Reviewing Chapter 8
"Culture and Communication" will give you useful knowledge to help you
navigate both international and domestic diversity and increase your
communication competence in small groups and elsewhere.