Unit:3

GROUP COMMUNICATION
THROUGH COMMITEE
 GROUP COMMUNICATION

 In the 1950s, social psychologists Kurt Lewis, in his book Field theory in

social sciences, suggested that group dynamics pervade in all facets of

human lives.

 It is natural for humans being to be associated with the same group

or others – be it social groups, athletics teams, student

community, business organizations, or friends and families.

 As you enter into a work situation, you are bound to become a
part of some group, and your participation will increase as you move up
the organization hierarchy.

 Communication between and within groups is vital to the

organizations.

 Before understanding group communication, we need to understand the

nature of the group.

 What is Group?

 The interaction that takes place between two individuals is different from that which

takes place among three or more peoples.

 As the size of the group increases, the interaction also begins to take different
forms – the interaction become more formals, there is less chance of each member to participate, tasks
takes longer to accomplish.

 There is age old belief that “two heads are better than one”.

 It is believed that a decision taken by a group is superior to a decision taken by an

individual.
 When a group is functioning, you can observe several behaviors:
1. The participants know each others by name or role

2. There is considerable amount of interaction among the participants.

3. Each participants has some degree of influence on each of the others members.

4. Each participants defines himself or herself as a member of the group and is also defined by outsider as a
member.

5. The participants share some common goals, interest, or benefits by holding

membership in the groups.

6. There is leadership
1. The participants know each others by name or role

 Unlike public speaking, where the speakers does not know the
audience individually, but as a whole.

 In a group situation, however, the members know each others by their

personal names, or by their roles i.e. the boss, vice-president, discussion
leader, etc.
2. There is considerable amount of interaction among the participants.

 In a group situation, communication play an important role.

 During group meeting, some members request information, other

provide it; there is agreement and disagreement among the member;
and members clarify their position and statements.

 Communication does not occur in a uniform or consistent manner.

3. Each participants has some degree of influence on each of the others
members.

 When group members get together, each person influences and is

influenced by the other to some degree.

 Participants who express forceful arguments that are backed by

powerful documentation may strongly influence others in the groups.

 Influence may ne verbal or non verbal.

4. Each participants defines himself or herself as a member of the
group and is also defined by outsider as a member.
 Over a period of time, as a group continues to meet and its members interact, the
participants bond together.

 In a work situation, the bonding is the task that each members helps to perform.

 Belonginess's to the group is something that each participants is proud of and makes no
secret of it.

 This feeling is somethings that the members share with others who not the members of the
groups; and these outsiders identify them as the members of the group.

 A sense of membership is a key characteristics of an effective group.

5. The participants share some common goals, interest, or benefits by
holding membership in the groups.

 In almost all cases, common goals are the binding factor that holds a group together.

 They may be the reason why a person choses to be a part of a group.

 A person who does not see that working with others is a means to achieve a common
goal, advance a common interest, or help facilitate a common benefit should
withdraw and accomplish the task on his own.
6. There is Leadership

 Within every functioning group, leadership is evident.

 A leader can emerge from the interaction of the group members.

 In some formal groups, a leader is designated.

 Sometimes group members formally vote and select a person to lead.

At other times, a person is simply looked up to by others as the
group leader, because of the quality of his or her contributions
to the group.

In many groups, it is difficult to pinpoint any one person as

the group leader.
 Advantage of Group

1. In the first place, a group is equipped with more complete information. An

individual cannot have the same volume of information and knowledge that a group can bring into
the process of decision-making.

2. Every group has more members/individual that one. And every individual is unique. As
a result group decision-making has the advantage of diversity of views . While an individual will
look at any issue from his own point of view, the group has many approaches and alternatives to
consider.

3. Group decision-making shows that there is no one, single, straight solution to

anything. It encourages lateral thinking that throws up new, creative ideas and solutions to
problems. In other words, groups can always find out ways away from the traditional ones.
5. Group decision increases the acceptability of a solution. When the
parties affected by/concerned with a decision are themselves involved in its making
through their representatives as members, they are more likely accept it. In this way the
decision gets more support, and the group is more satisfied .

6. Group decision-making is democratic in its character. It therefore,

increases the legitimacy of the decision. A decision taken by an individual without
consultation with other members will be looked upon as autocratic or arbitrary. It,
therefore, may not be acceptable to many.
7. By its very nature a group, especially a large one, is heterogenous. And
heterogeneity has its own advantages. Many members in the group have expert
knowledge of some area that the organization may be concerned with. Group decision
has, therefore, the advantage of expert opinion given by some well informed member.

8.By the same logic, group decision-making draws out the latent talent of
the employees of an organization. In the absence of a chance given to the through a
committee meeting, many of the employees would remain indolent or indifferent.

9. Group decision-making ensures the safeguarding of the employees interest.

An individual may not always be able to look after everybody’s interests.
10. With the safeguarding of the interest of all, the employer-employee

relations become cordial. Bound by decisions in which they are

themselves involved, the employees remain loyal to the organization.

11. This automatically leads to the strengthening of the organization.

No need to say that decisions imposed from above, without taking the
group/groups into confidence through discussion, often lead to agitations,
lockouts etc. and weaken the organization.
 Disadvantage of Group

With so many advantage to their credit it cannot be said that group decisions are
perfector without drawbacks.

1. In the first place, it is observed that group decisions tend to be time consuming.
It takes time to contact and assemble a group. once the members of the group are in
place, they take their own time in arriving at a decision. There are different opinions

and approaches. Naturally, findings the one best way-out , or solution

to a problem, take times. As individual, on the other hand, would take a

decision much sooner.
2. In group decisions making it is difficult to fix responsibility.
Simply because group members share responsibility, it is not at all easy to
find out who is accountable for the final outcome. With an individual
taking decision, exactly opposite is the case.

3. Group discussion is quite often dominated by a handful of members. It

leads to the creation of a group within a group. And, if the dominant group
comprise low or medium ability members, the overall effectiveness of the
group suffers.
4. In terms of time, money, energy, and of course
manhours lost, groups decision makings proves to be
very expensive. Sometimes the meeting/discussion may
take months to arrive at a decision or viable propositions.
 Factor Influencing Group Communication

 Group communication, because of the variety of people who participate,

require social effort.

 Among the several factors that effect the quality and quantity of group
communication are cohesiveness, norms, roles, conformity, group
think, and conflict.

 Some of these have positive effect on the group communication;

others become barriers that have to be overcome.
 Factor Influencing Group Communication

1. Cohesiveness

2. Norms

3. Roles

4. Conformity

5. Groupthink

6. Conflict
1. Cohesiveness

The term ‘group’ implies that it has to remain intact, which is

its primary goal, no matter how difficult the situation or
challenging the environment.

Cohesiveness is the capacity and degree to which the group

remines together.
There are two ways in which we can think of cohesiveness:

a) A group is cohesive when its members retain their membership.

The members desire membership because of their affinity to other members
of the group, perceived benefits that the members can avail, an financial and
social investment that cannot be abandoned.

b) A group is also cohesive if members strongly identify with the group.

The more the participants identify with the purpose and goals of the group,
tell outsiders about the activities of the group, and take pride in their
membership, the more cohesive the group remains.
Following are the characteristics of cohesiveness of a group:

• The quality and quantity of communication in a high-cohesive group is more

extensive than in low-cohesive group.

• High-cohesive group exerts greater influence over its members that a low-cohesive
group.

• High-cohesive group achieves it's goals more effectively than low-cohesive group.
Member satisfaction is greater in high-cohesive group than in a low-cohesive group.
2. Norms

 Group norms are standards or limits that define appropriate behavior of its
members, as well as that of the outsiders. Generally these norms are not formally
communicated to its members, but are learnt by the members through observations and
experience.

Here are some examples of norms:

a. Negative criticism of other members or another person is unacceptable.

b. Prior permission should be obtained from appropriate person/s before inviting a guest.

c. First name should not be used during meetings.

 Any member who fails to follow group norms may be isolated from
other members, ignored, and, in some cases, excluded from Group
meetings.

 However, groups should monitor these norms so that they do not

become cumbersome and adversely affect the functioning of the Group.
3. Roles

 Every member of the group has a role.

 In many groups, members play several roles.

 These roles could either be official or unofficial.

 For instance, facilitator is an official role that demands the person to make sure that
everyone gets to talk during a meeting.

 On the other hand, there may be someone who is a dominator (who speaks too
often and too long during a meeting), which is an unofficial role.
 Detractor: Constantly criticized and grips

 Airhead: Is never prepared for group meetings.

 Socializer: Is a member of the group only for social and personal

reasons.
4. Conformity

 Conformity (the process whereby people change their beliefs, attitudes,

actions, or perceptions to more closely match those held by groups to
which they belong or want to belong or by groups whose approval they
desire) may be necessary for group effectiveness.

 Conformity is agreement with or correspondence to a set of ideas, rules,

or principles. In a group, the ideas are often the opinion of one or more dominant
members.

 Participants who value conformity either give in, compromise, or abandon their individual
positions to join others in the group.
 One of the reasons for people submitting to conformity is that it is difficult to act
with complete independence of all the members of the group.

 If one does try to act independently of the group members, then he/she would receive
hostile or uncooperative treatment.

 For instance, if, during a meeting, an issue has been resolved, and someone
attempts to bring it up for discussion it would spark off another
debate.

 To avoid the situation, highly directive or authoritative leadership would

suppress the individual and encourage conformity.
 Is conformity good or bad?
 Conformity is not inherently positive or negative.

 When conformity occurs because of fear, concern for one’s social standing, or

has dangerous consequences, it may be seen as negative.

 However, conformity that protects the overall well-being of the

group—mutually deciding to respect private property, for instance—can help
societies succeed.
5. Groupthink

 Groupthink is the tendency of group members to seek

agreement.

 Groupthink is a phenomenon that occurs when a group of

individuals reaches a consensus without critical reasoning
or evaluation of the consequences or alternatives.

 Groupthink is based on a common desire not to upset the balance of a

group of people.
Four conditions that give rise to groupthink are:
a) Being out of touch: When a group meets for long periods of time from its regular
routines, members tend to forget the real world and do what is necessary for the
group to succeed, irrespective of how their decisions or actions may harm others.

b) Being out of order: Informal and unstandardized decision-making procedures

lead the group into unproductive areas with no way to get back on tracks. In
other words, failing to follow standard procedures in decision-making could lead
astray the group and thus make no headway.
c) Being overruled: When the group members feel that the leader thrusts decision-

making procedures upon them, they are likely to follow without much advocacy
or dissention.
d) Being out of resources: When faced with a critical situation, a short time to make
decision, and no reasonable alternative other than that which is proposed and favored by
the leader, the group is forced to groupthink.
6. Conflict

 The term 'conflict' is greatly misunderstood facet of group communication.

 We tend to think of conflict in its negative sense, but overlook the positive side of it.

 Many group leaders avoid conflict because they think that a group experiencing conflict is
not running smoothly.

 Conflict does not mean that a meeting is disorderly, wild, or rude.

 It is a sign that people are actively participating in a discussion.

 Dan O'Hara, Gustav W.Friedrich, and Lynda Dee Dixon believe that if a group does
not exhibit conflict by debating ideas or questioning others, there is
very little reason for it to exist.

 Conflict, then, is the very essence of group interaction.

 Skillful leaders can use conflict as a means to determine what is and what is not
acceptable idea, solution, or problem.

 A group will not be productive if arguments are centered on the

participants rather than on what the participants are saying.
 TECHNIQUES OF GROUP DECISION-MAKING

1. Committee and committee meeting

2. Command meeting

3. Brain Storming sessions

4. Nominal group techniques

5. Delphi techniques

6. Conferences

7. Seminars and workshops

A discussion may be conducted in various ways
depending on the purpose and the participants.
TECHNIQUES OF GROUP DECISION-MAKING

1. Committees and Committee Meetings

 As the advantages of group decision far outweigh those

of individual decision, it is common practice for people in an

organization to form groups for decision

making.
 Most of these groups are face-to-face, interacting groups
getting together to take a part in a 'semantic exchange’.

 They are known as committees.

 By definition "a committee is a group appointed by the

parent organization, which meets to investigate a problem
and, later, to formulate its report recommendations".
 A committee may be a small group appointed for a purpose and is
expected to study a problem, collect facts, make decisions,
report to the general assembly, propose recommendations,
effect changes etc. as the mandate given to it may indicate.

 A committee may be appointed for a short period of time to

investigate or study a particular problem. (the government sets
up committees to study corruption charges, crime, accidents etc.)

 Committees appointed or elected to govern or oversee the

functioning of organizations may be given stipulated period of
time, one year or more. (managing committee of a school, the
parliamentary committee for revision of salaries, etc.)

 A committee is normally headed by a chairperson or a president.

 There are various kind of committees- standing committees,

executive committees, advisory committees.

 Each of them has its terms of reference well laid out.

 A standing committee is a permanent committee empowered and

entrusted to take management decisions.

 It's members periodically change or rotate as per the constitution

adopted by the organization.
 An advisory committee consists of experts in a particular fields, or people
deemed to be qualified/experienced enough to advise the organization in
crucial decision making.
 Such a committee is generally elected from amongst the members of an
organization at an annual general meeting.
 It's powers are laid down by the parent body to which it is supposed to
report periodically.
 Its functions relate to the board organizational goals.
 An ad hoc committee is constituted for a particular purpose after the
fulfillment of which it is dissolved.
 Working of a Committee

The working of a committee can be spelt out in the following stages :

i. get a clear factual perspective, or collect data.

ii. explore attitudes and sentiments of the members.

iii.combine the logical and psychological elements.

iv.arrive at a decision in the light of the factors cited above.

v. have a faithful record of the deliberations and decision arrived at.

The role of the group leader/chairperson

 No group decision-making/meeting can proceed without a leader.

 The terms 'leader', 'chairman', 'chair', 'chairperson' are used

interchangeably now-a-days.

 It is, however, more common to use the term 'leader' in the context of
an informal group discussion, and 'chairman' in the context of a
committee/conference/public meeting/formal discussion.
Given below are some useful guidelines for a group
leader/chairperson
I. Understand the 'group personality’.

 Even if the members are drawn from different backgrounds/fields of

activity/branches of the organization, they tend to acquire certain
characteristics that they share with one another.

 This way we get what may be called a short of unity in the midst of
diversity, a homogeneity arising out of heterogeneity.
ii. It is, therefore, obligatory for the leader to get the agenda of the
meeting circulated fairly in advance. It will help the members to
come prepared.

iii. Encourage participation and invite contributions from all the

members. It requires very careful, deft handling of the entire group decision-
making situation. The members have to be shown their importance, and
enthused to speak.
iv. On whatever is spoken by a member, the manager must be in a
position to give expert comments.

v. In order to save time and to give time to as many members as

possible to speak, the chairperson must keep summarizing.
vi. Ability to interpret, from one language to another, is also an important
asset for a manager.

vii. No meeting can be successful unless the chairperson learns to control

the members, the discussion through meaningful interruption/intervention,
and insisting on relevance.
viii. Emotional build up should be kept to the minimum.
Human beings are guided by logic but do get carried away by
emotions. A chairperson has, therefore, to be a very cool-headed
person working with a positive approach to all kinds of situations
and persons.

ix. A chairperson has to be impartial. Every member has to be

given equal importance and attention.
2. Command Meetings

 The term 'Command meeting' is self-

explanatory.

 It is used to describe a meeting between a

manager and his subordinates.

 It was first used and developed by Wilfred

Brown, the former chairman of the Glacial
Metal Company (1939-1965).

 Here the element of corporate

responsibility, that is the very life or
essence of committee meetings, is missing.
 In a Command meeting the manager alone is responsible for

decisions, and the subordinates are obliged to give him the benefit of
their opinion.

 In a Command meeting, it is for the manager to decide where and

when the meeting should take place, and what procedures is to be
followed.

 Naturally, the responsibility solely lies with the manager.

 Many subordinates go to the meeting with the idea of sharing their
feelings and ideas.

 In this way they may feel morally committed to the decisions made at the
meeting.

 But they are under no obligation to implement the designs of a

command meeting.
3. Brain-Storming Sessions

 The group decision making

techniques know as
brainstorming was developed in
1939 by an American
advertising agency.

 Since that time it has been widely

used by business, government,
and military institutions.
The principles underlying brain
storming can be stated as follows:

1. No ideas are criticized

2. Free whelming is encouraged –
the more outlandish or unusual
an idea the better.
3. The emphasis is on quality of ideas.

 As we can see from the principle stated above, brainstorming

is a cleaver device meant to overcome pressures of conformity
that obstruct the development of creative idea.

 It is, in fact, an idea generation process that encourages all

alternative approaches and withholds criticism.
 In an typical brain-storming session, six to ten people sit around the table.

 The group leader clearly states a problem.

 The group members then ‘free wheel’ as many alternative as they can come
forward with in a given length of time.

 Without any criticism, all alternatives are recorded for discussion and
analysis.

 Even the most bizarre idea is not criticized, and the members are encouraged
to “think the unusual”.

 It is basically a process of generating ideas.

4. Nominal Group Techniques
 The nominal group techniques, as the
term itself suggest, restricts discussion or
interpersonal communication.

 The groups members are only physically

present as in traditional meeting, but they
operate undependably.

 When problem is presented, the

following steps are taken in the stated
sequences:
4. Delphi Method

 It is similar to the nominal group techniques except that it does

not require the physical presence of the group members.

 In fact it does not allow the group members to meet face to

face.
The steps of this technique is stated below:

1. The problem is identified and members are asked to provide solutions

through of carefully designed questionnaires.

2. Each members anonymously and independently complete the first

questionnaire.

3. Result of first questionnaire are compiled at the central location,

transcribed, and reproduced.
4. Each member receives a copy of the results.

5. After viewing the result members are again asked to give their solutions.
The result trigger new solutions or cause changes in the original position.

6. step 4 and step 5 are repeated as aften as necessary until consensus is

reached.

As in nominal group techniques, the Delphi techniques save the group

members from one another undue influence.
 Since it does not require the physical presence of the participants, the
Delphi techniques can be used for decision making among groups
geographically scattered over distant places.

 For examples, SONY has used this technique to get feed back from its
managers posted in TOKYO, BRUSSELS, PARIS, LONDON, NEW
YORK, MELBOURNE, as to the best world wide price for one of its
products.
 The singular advantage of this technique is that it avoids the
problem of getting the executive together at one place and
thus saves huge amount of money spent on travel.
 Delphi technique has its draw back also.

 In the first place, it is extremely time consuming. Where speedy

decision is needed this technique cannot be used.

 The response of the questionnaire may not be satisfactory.

 Moreover, this techniques lack the rich harvest of alternatives and

creative ideas that come up in face-to-face interaction.