| Preface |
|
xvii | |
| Chapter One Communication Competence in Groups |
|
2 | (36) |
|
Myths about Communication |
|
|
6 | (3) |
|
Myth 1: Communication Is a Cure-all |
|
|
6 | (1) |
|
Myth 2: Communication Can Break Down |
|
|
6 | (1) |
|
Myth 3: Effective Communication Is Merely Skill Building |
|
|
7 | (1) |
|
Myth 4: Effective Communication Is Just Common Sense |
|
|
7 | (2) |
|
|
|
9 | (8) |
|
Communication as Transactional: The Four-Legged Perspective |
|
|
9 | (2) |
|
Communication as a Process: The Continuous Flow |
|
|
11 | (1) |
|
Communication as Sharing Meaning: Making Sense |
|
|
11 | (6) |
|
Verbal Communication: Telling It Like It Isn't |
|
|
11 | (2) |
|
Nonverbal Communication: Wordless Meaning |
|
|
13 | (3) |
|
Verbal and Nonverbal Interconnectedness: Joined at the Hip |
|
|
16 | (1) |
|
Context: The Communication Environment |
|
|
17 | (1) |
|
|
|
17 | (7) |
|
Effectiveness: Achieving Goals |
|
|
18 | (1) |
|
A Matter of Degree: From Deficiency to Proficiency |
|
|
18 | (1) |
|
We (Not Me) Oriented: Primacy of Groups |
|
|
18 | (1) |
|
Appropriateness: Following the Rules |
|
|
19 | (1) |
|
Focus On Culture: Individualism versus Collectivism: A Basic Cultural Difference |
|
|
20 | (4) |
|
Achieving Communication Competence |
|
|
24 | (8) |
|
Knowledge: Learning the Rules |
|
|
24 | (2) |
|
Skills: Showing, Not Just Knowing |
|
|
26 | (1) |
|
Sensitivity: Receptive Accuracy |
|
|
26 | (1) |
|
Commitment: A Passion for Excellence |
|
|
27 | (1) |
|
Ethics: The Right and Wrong of Communication |
|
|
28 | (1) |
|
Focus ON GENDER: Gender and Communication Competence |
|
|
29 | (3) |
|
|
|
32 | (3) |
|
Groups: More than People Standing at a Bus Stop |
|
|
32 | (2) |
|
Interpersonal Communication and Public Speaking: Ungroups |
|
|
34 | (1) |
|
|
|
35 | (3) |
| Chapter Two Groups as Systems |
|
38 | (30) |
|
Interconnectedness of Parts |
|
|
41 | (8) |
|
Ripple Effect: A Chain Reaction |
|
|
42 | (1) |
|
Synergy: One Plus One Equals a Ton |
|
|
43 | (4) |
|
Negative Synergy: Results Beyond Bad |
|
|
47 | (2) |
|
Adaptability to a Changing Environment |
|
|
49 | (11) |
|
Dynamic Equilibrium: Managing Stability and Change |
|
|
50 | (1) |
|
Closer Look: Dealing with Difficult Group Members: A System Perspective on "Bad Apples" |
|
|
51 | (4) |
|
Boundary Control: Regulating Input |
|
|
55 | (1) |
|
Communication Methods of Boundary Control: Erecting Barriers |
|
|
56 | (2) |
|
Physical Barriers: Protecting Group Space |
|
|
56 | (1) |
|
Psychological Barriers: Member in Name Only |
|
|
56 | (1) |
|
Linguistic Barriers: Having to Speak the Language |
|
|
56 | (1) |
|
Rules: Permission Not Granted |
|
|
57 | (1) |
|
|
|
57 | (1) |
|
Networks: Controlling Information Flow |
|
|
58 | (1) |
|
Boundary Control and Group Effectiveness: Open and Closed Systems |
|
|
58 | (2) |
|
|
|
60 | (6) |
|
Group Size and Complexity |
|
|
60 | (4) |
|
Quantitative Complexity: Exponentially Complicated |
|
|
61 | (1) |
|
Complexity and Group Transactions: Size Matters |
|
|
61 | (3) |
|
An Organization: A Group of Groups |
|
|
64 | (2) |
|
|
|
66 | (2) |
| Chapter Three Group Development |
|
68 | (36) |
|
Primary Dimensions of Groups |
|
|
71 | (2) |
|
Task and Social Dimensions: Working and Socializing |
|
|
71 | (1) |
|
Building Cohesiveness: Bringing Us Together |
|
|
72 | (1) |
|
Periodic Phases of Group Development |
|
|
73 | (31) |
|
Forming: Gathering Members |
|
|
73 | (6) |
|
Reasons We Join Groups: Motivation |
|
|
74 | (1) |
|
Member Diversity: The Benefits and Challenges of Difference |
|
|
75 | (4) |
|
Storming: Feeling the Tension |
|
|
79 | (3) |
|
Primary Tension: Initial Uneasiness |
|
|
79 | (1) |
|
Secondary Tension: Later Stress and Strain |
|
|
80 | (2) |
|
Norming: Regulating the Group |
|
|
82 | (5) |
|
Types of Norms: Explicit and Implicit |
|
|
83 | (1) |
|
Purpose and Sources of Norms: Achieving Group Goals |
|
|
83 | (1) |
|
Degree of Conformity: Strength of Group Pressure |
|
|
84 | (2) |
|
Why We Conform: Fitting In |
|
|
86 | (1) |
|
Closer Look: High School Cliques: A Lesson in Conformity |
|
|
87 | (3) |
|
Conditions for Conformity: When We Bow to Group Pressure |
|
|
88 | (1) |
|
Addressing Nonconformity: When Groups Get Tough |
|
|
89 | (1) |
|
|
|
90 | (10) |
|
Motivation to Perform: Social Loafing and Social Compensation |
|
|
93 | (3) |
|
When Groups Outperform Individuals: Three Heads Are Better than One |
|
|
96 | (1) |
|
When Individuals Outperform Groups: No Magic in Groups |
|
|
97 | (3) |
|
|
|
100 | (4) |
| Chapter Four Developing the Group Climate |
|
104 | (30) |
|
Competition and Cooperation |
|
|
106 | (12) |
|
Definitions: Conceptual Clarity |
|
|
106 | (3) |
|
Competition: Winners Take All |
|
|
107 | (1) |
|
|
|
107 | (1) |
|
Individual Achievement: Going It Alone |
|
|
107 | (1) |
|
Hypercompetitiveness: Winning Is Everything |
|
|
108 | (1) |
|
Constructive Competition: Tempering the Need to Win |
|
|
109 | (4) |
|
Necessary Conditions: A Trinity |
|
|
110 | (2) |
|
Competition and Communication Competence: Can Me Be We? |
|
|
112 | (1) |
|
Intragroup Competition and Cooperation: Challenging Orthodoxy |
|
|
113 | (2) |
|
Group Productivity: Achievement and Performance on Tasks |
|
|
113 | (1) |
|
Group Cohesiveness: Social Relationships among Group Members |
|
|
114 | (1) |
|
Intergroup Competition and Cooperation: Them versus Us |
|
|
115 | (2) |
|
Focus On Culture: Competition and Culture |
|
|
117 | (1) |
|
Communication and Group Climate |
|
|
118 | (14) |
|
Defensive and Supportive Communication: Shaping Group Climate |
|
|
118 | (11) |
|
Evaluation versus Description |
|
|
118 | (5) |
|
Control versus Problem Orientation |
|
|
123 | (2) |
|
Manipulation versus Assertiveness |
|
|
125 | (1) |
|
Indifference versus Empathy |
|
|
125 | (1) |
|
Superiority versus Equality |
|
|
126 | (1) |
|
Certainty versus Provisionalism |
|
|
127 | (2) |
|
Competitive and Noncompetitive Listening: Shifting and Supporting |
|
|
129 | (7) |
|
Shift Response versus Support Response: Focusing on Me or Thee |
|
|
129 | (2) |
|
Competitive Interrupting: Seizing the Floor |
|
|
131 | (1) |
|
Ambushing: Preparing Rebuttals |
|
|
131 | (1) |
|
|
|
132 | (2) |
| Chapter Five Roles in Groups |
|
134 | (28) |
|
Influence of Roles: Not Just Playing Games |
|
|
136 | (7) |
|
Role Status: Playing by Hierarchical Rules |
|
|
137 | (2) |
|
Closer Look: The Stanford Prison Study |
|
|
139 | (2) |
|
Role Conflict: Torn between Two Roles |
|
|
141 | (1) |
|
Role Reversal: When Students Become Teachers |
|
|
142 | (1) |
|
Types of Roles: There Is a Part for Everyone |
|
|
143 | (7) |
|
Task Roles: Focusing on Maximum Productivity |
|
|
144 | (2) |
|
Maintenance Roles: Focusing on Cohesiveness |
|
|
146 | (1) |
|
Disruptive Roles: Focusing on Self |
|
|
146 | (4) |
|
Role Adaptability: Staying Loose |
|
|
150 | (2) |
|
Role Flexibility: Adapting to Context |
|
|
151 | (1) |
|
Role Fixation: Stuck Playing One Part |
|
|
151 | (1) |
|
Role Emergence: Learning Our Parts |
|
|
152 | (1) |
|
Group Endorsement: Accepting a Bid |
|
|
152 | (1) |
|
Role Specialization: Settling into One's Role |
|
|
153 | (1) |
|
Newcomers: Disturbing the System |
|
|
153 | (6) |
|
Nature of the Group: The Challenge of Acceptance |
|
|
154 | (1) |
|
Closer Look: Hazing Newcomers: From Water Torture to Liver Swallowing |
|
|
155 | (2) |
|
Group Socialization: Mutual Adaptation to Change |
|
|
157 | (2) |
|
|
|
159 | (3) |
| Chapter Six Group Leadership |
|
162 | (32) |
|
Definition of Leadership: An Evolving Consensus |
|
|
164 | (5) |
|
Leadership and Influence: A Two-Way Process |
|
|
165 | (1) |
|
Leadership and Followership: It Takes Two to Tango |
|
|
165 | (1) |
|
Leader versus Manager: Interpersonal versus Positional Influence |
|
|
166 | (2) |
|
Leadership and Communication: Duct-Taped Together |
|
|
168 | (1) |
|
Gaining and Retaining Leadership: Getting There Is Just the Start |
|
|
169 | (10) |
|
How Not to Become a Leader: Thou Shalt Not |
|
|
170 | (1) |
|
General Pattern of Leader Emergence: Process of Elimination |
|
|
171 | (2) |
|
Retaining the Leader Role: Hanging onto Power |
|
|
173 | (2) |
|
Focus On Culture: Gender and Ethnic Bias in Leader Emergence |
|
|
175 | (4) |
|
Perspectives on Effective Leadership: An Evolving View |
|
|
179 | (13) |
|
Traits Perspective: The Born Leader View |
|
|
179 | (3) |
|
Styles Perspective: One Style Doesn't Fit All |
|
|
182 | (2) |
|
Situational (Contingency) Perspective: Matching Styles with Circumstances |
|
|
184 | (4) |
|
Functional Perspective: Leadership Responsibilities |
|
|
188 | (1) |
|
Servant Leadership Perspective: Ethics in Leadership |
|
|
189 | (2) |
|
Culture and Leadership: Are Leadership Effectiveness Theories Universal? |
|
|
191 | (1) |
|
|
|
192 | (2) |
| Chapter Seven Developing Effective Teams |
|
194 | (32) |
|
How Teams Differ from Groups |
|
|
196 | (4) |
|
Level of Cooperation: The Working Together Imperative |
|
|
196 | (2) |
|
Diversity of Skills: Looking for Complementarity |
|
|
198 | (1) |
|
Group Identity: Operating as a Unit |
|
|
199 | (1) |
|
Time and Resources: Commitment to the Team |
|
|
199 | (1) |
|
|
|
200 | (5) |
|
Team Slayers: Members' Bad Attitudes and Bad Behavior |
|
|
200 | (3) |
|
Egocentrism: Me-Deep in Omnipotence |
|
|
201 | (1) |
|
Cynicism: Communicating a Can't-Do Attitude |
|
|
201 | (1) |
|
Verbal/Nonverbal Abuse: Bad Behavior Kills Teams |
|
|
202 | (1) |
|
Team Member Removal: Expelling the Bad Apple |
|
|
202 | (1) |
|
Team Builders: Choosing and Developing Team Members |
|
|
203 | (2) |
|
Experience and Problem-Solving Abilities: Core Competencies |
|
|
203 | (1) |
|
Cultural Diversity: Members with Different Perspectives |
|
|
203 | (1) |
|
Communication Training: Developing Members' Competence |
|
|
204 | (1) |
|
|
|
205 | (16) |
|
Developing Team Goals: The Four Cs |
|
|
205 | (4) |
|
Clear Goals: Everyone on the Same Page |
|
|
206 | (1) |
|
Cooperative Goals: Interdependent Challenges |
|
|
206 | (2) |
|
Challenging Goals: Denting the Universe |
|
|
208 | (1) |
|
Commitment to Goals: A Passion to Succeed |
|
|
209 | (1) |
|
Developing a Team Identity: Unifying Members |
|
|
209 | (3) |
|
Symbolic Convergence: Communicating Fantasy Themes |
|
|
209 | (1) |
|
Solidarity Symbols: Unifying Nonverbally |
|
|
210 | (1) |
|
Team Talk: The Language of We |
|
|
211 | (1) |
|
Designating Clear, Appropriate Roles: Room for One Quarterback |
|
|
212 | (2) |
|
Structuring Team Empowerment: Enhancing Members' Capabilities |
|
|
214 | (1) |
|
Definition of Empowerment: Four Dimensions |
|
|
214 | (1) |
|
Hierarchy of Traditional Organizations |
|
|
215 | (2) |
|
Hierarchical Organizations: The Enemy of Empowerment |
|
|
216 | (1) |
|
Quality Circles: Lame First Attempt |
|
|
216 | (1) |
|
Self-Managing Work Teams: The IDEO Model |
|
|
216 | (1) |
|
Impediments to Team Empowerment: No Buy-In |
|
|
217 | (1) |
|
Closer Look: IDEO and Team Empowerment |
|
|
217 | (3) |
|
Establishing Individual Accountability: Providing Feedback |
|
|
220 | (1) |
|
Competent Team Leadership |
|
|
221 | (3) |
|
Fostering Participative Leadership: Nurturing Empowerment |
|
|
221 | (1) |
|
Insisting on a Cooperative Communication Climate: Jerks Need Not Apply |
|
|
222 | (2) |
|
Decision Making and Problem Solving: Using a Plan |
|
|
224 | (1) |
|
|
|
224 | (2) |
| Chapter Eight Group Discussion: Defective Group Decision Making and Problem Solving |
|
226 | (32) |
|
Information Overload: Too Much Input |
|
|
228 | (7) |
|
Scope of the Problem: The Information Avalanche |
|
|
229 | (1) |
|
Consequences: The Downside of Information |
|
|
230 | (1) |
|
Critical Thinking Impairment: Separating Wheat from Chaff |
|
|
230 | (1) |
|
Indecisiveness: Conclusion Irresolution |
|
|
231 | (1) |
|
Closer Look: Technology and the Bias of Speed |
|
|
231 | (2) |
|
Inattention: Difficulty Concentrating |
|
|
233 | (1) |
|
Coping with Information Overload: Wrestling the Beast |
|
|
233 | (3) |
|
Screening Information: Separating the Useful from the Useless |
|
|
233 | (1) |
|
Shutting Off Technology: Hitting the Off Switch |
|
|
233 | (1) |
|
Specializing: Knowing More and More about Less and Less |
|
|
234 | (1) |
|
Becoming Selective: On a Need-to-Know Basis |
|
|
234 | (1) |
|
Limiting the Search: When Enough Is Enough |
|
|
234 | (1) |
|
Narrowing the Search: Databases and Patterns |
|
|
234 | (1) |
|
Information Underload: Poor Sharing |
|
|
235 | (1) |
|
Mindsets: Critical Thinking Frozen Solid |
|
|
236 | (4) |
|
Confirmation Bias: One-Sided Information Searches |
|
|
237 | (2) |
|
The Problem: Poor Decisions and Solutions |
|
|
237 | (1) |
|
Combating Confirmation Bias: A Plan |
|
|
238 | (1) |
|
False Dichotomies: Either-Or Thinking |
|
|
239 | (1) |
|
Collective Inferential Error: Uncritical Thinking |
|
|
240 | (6) |
|
Prevalence of the Problem: It's a Group Thing |
|
|
241 | (1) |
|
Specific Sources of Inferential Errors |
|
|
241 | (4) |
|
Unrepresentativeness: Distorting the Facts |
|
|
241 | (3) |
|
Correlation Inferred as Causation: Covariation |
|
|
244 | (1) |
|
Error Correction: Practicing Critical Thinking |
|
|
245 | (1) |
|
Group Polarization: Extremely Uncritical Thinking |
|
|
246 | (3) |
|
Polarization: From Gambling to Guarded |
|
|
246 | (2) |
|
Why Groups Polarize: Social Comparison and Persuasive Arguments |
|
|
248 | (1) |
|
Combating Group Polarization: Necessary Steps |
|
|
249 | (1) |
|
Groupthink: Critical Thinking in Suspended Animation |
|
|
249 | (7) |
|
General Conditions: Excessive Cohesiveness and Concurrence Seeking |
|
|
250 | (1) |
|
Identification of Groupthink: Main Symptoms |
|
|
250 | (3) |
|
Overestimation of the Group's Power and Morality: Arrogance |
|
|
250 | (2) |
|
Closed-Mindedness: Clinging to Assumptions |
|
|
252 | (1) |
|
Pressures toward Uniformity: Presenting a United Front |
|
|
252 | (1) |
|
Preventing Groupthink: Promoting Vigilance |
|
|
253 | (3) |
|
|
|
256 | (2) |
| Chapter Nine Group Discussion: Effective Decision Making and Problem Solving |
|
258 | (42) |
|
|
|
260 | (13) |
|
Phases and Functions: General Considerations |
|
|
260 | (2) |
|
Multiple Sequence Model: Phases of Decision Making |
|
|
260 | (1) |
|
Functional Perspective: Being Systematic |
|
|
261 | (1) |
|
The Standard Agenda: Structuring Group Discussion |
|
|
262 | (2) |
|
Problem Identification: What's the Question? |
|
|
262 | (1) |
|
Problem Analysis: Causes and Effects |
|
|
263 | (1) |
|
Solution Criteria: Setting Standards |
|
|
263 | (1) |
|
Closer Look: Different Criteria Produce Different Outcomes |
|
|
264 | (5) |
|
Solution Suggestions: Generating Alternatives |
|
|
265 | (1) |
|
Solution Evaluation and Selection: Deciding by Criteria |
|
|
266 | (1) |
|
Solution Implementation: Follow-through |
|
|
267 | (2) |
|
Closer Look: Murphy's Law |
|
|
269 | (1) |
|
Group Decision-Making Rules: Majority, Minority, Unanimity |
|
|
270 | (3) |
|
Majority Rule: Tyrannical or Practical |
|
|
270 | (1) |
|
Minority Rule: Several Types |
|
|
271 | (1) |
|
Unanimity Rule: Consensus |
|
|
271 | (2) |
|
|
|
273 | (3) |
|
Cultural Diversity and Participation: Is Silence Golden? |
|
|
274 | (2) |
|
Increasing Constructive Participation: Jump-Starting Low Participators |
|
|
276 | (1) |
|
Conducting Effective Meetings |
|
|
276 | (5) |
|
Group Meetings: The Good, the Bad, and the Ugly |
|
|
277 | (1) |
|
Chair's and Members' Responsibilities: Controlling the Meeting Monster |
|
|
278 | (3) |
|
Critical Thinking and Effective Decision Making |
|
|
281 | (5) |
|
Gathering Information: Accumulating Input |
|
|
281 | (1) |
|
Evaluating Information: Applying Criteria |
|
|
282 | (1) |
|
Credibility: Is It Believable? |
|
|
283 | (1) |
|
Closer Look: The Internet: Resource for Information and Misinformation |
|
|
283 | (3) |
|
Currency: Is It Up to Date? |
|
|
285 | (1) |
|
Relevance: Looking for Logical Connections |
|
|
285 | (1) |
|
Representativeness: Reflecting the Facts |
|
|
285 | (1) |
|
Sufficiency: When Enough Really Is Enough |
|
|
286 | (1) |
|
|
|
286 | (11) |
|
|
|
287 | (2) |
|
Specific Creative Techniques |
|
|
289 | (13) |
|
Brainstorming and Nominal Group Techniques: Generating Lots of Ideas |
|
|
289 | (3) |
|
Framing/Reframing: It's All in the Wording |
|
|
292 | (1) |
|
Integrative Problem Solving: Satisfying Everyone |
|
|
293 | (4) |
|
|
|
297 | (3) |
| Chapter Ten Power in Groups: A Central Dynamic |
|
300 | (44) |
|
|
|
302 | (3) |
|
The Nature of Power: No One Is Powerless |
|
|
302 | (1) |
|
Forms of Power: Competition and Cooperation Revisited |
|
|
303 | (2) |
|
|
|
305 | (5) |
|
General Indicators: Labeling, Following, and Opposing |
|
|
305 | (1) |
|
Verbal Indicators: Relatively Powerless and Powerful Speech |
|
|
306 | (1) |
|
Focus On Culture: Powerful Language Differences |
|
|
307 | (1) |
|
Nonverbal Indicators: Silent Power |
|
|
308 | (2) |
|
|
|
310 | (9) |
|
Information: Restricted or Scarce |
|
|
310 | (1) |
|
Expertise: Knowing and Showing |
|
|
311 | (1) |
|
Rewards and Punishments: Carrots and Sticks |
|
|
312 | (2) |
|
Personal Qualities and Skills: A Powerful Presence |
|
|
314 | (1) |
|
Legitimate Authority: You Will Obey |
|
|
315 | (1) |
|
Closer Look: The Milgram Studies |
|
|
316 | (3) |
|
Effects of Power Imbalances |
|
|
319 | (4) |
|
Physical Violence and Aggression: Waging Power Struggles |
|
|
320 | (1) |
|
Verbal and Nonverbal Contempt: Insulting Others |
|
|
321 | (1) |
|
Focus On Culture: Power Distance and Cultural Differences |
|
|
321 | (2) |
|
Addressing Power Imbalances |
|
|
323 | (18) |
|
|
|
324 | (1) |
|
Alliance: Coalition Formation |
|
|
324 | (1) |
|
Resistance: Dragging Your Feet |
|
|
325 | (6) |
|
Strategic Stupidity: Smart Members Acting Dense |
|
|
325 | (2) |
|
Loss of Motor Function: Attack of the Clumsies |
|
|
327 | (1) |
|
The Misunderstanding Mirage: Feigning Confusion |
|
|
328 | (1) |
|
Selective Amnesia: Forgetting the Distasteful |
|
|
328 | (1) |
|
Tactical Tardiness: Not So Grand an Entrance |
|
|
329 | (1) |
|
Purposeful Procrastination: Intentional Delaying Tactic |
|
|
329 | (2) |
|
Defiance: Digging in Your Heels |
|
|
331 | (3) |
|
Threat of Contagion: Spreading Dissension |
|
|
331 | (1) |
|
Variable Group Reaction: Discriminative Defiance |
|
|
332 | (1) |
|
Defiant Member's Influence: Alone against the Group |
|
|
333 | (1) |
|
Significance: Self-Empowerment |
|
|
334 | (13) |
|
Assertiveness: Neither Doormat nor Foot Wiper |
|
|
334 | (6) |
|
Increasing Personal Power Resources: Mentoring and Networking |
|
|
340 | (1) |
|
|
|
341 | (3) |
| Chapter Eleven Conflict Management In Groups |
|
344 | (36) |
|
|
|
347 | (3) |
|
General Definition: Interconnectedness, Incompatibility, and Interference |
|
|
347 | (1) |
|
Benefits of Conflict: Dissent Can Be Productive |
|
|
348 | (1) |
|
Destructive and Constructive Conflict It's All in the Communication |
|
|
349 | (1) |
|
Styles of Conflict Management |
|
|
350 | (8) |
|
Collaborating: Problem Solving |
|
|
351 | (1) |
|
Confrontation: Directly Addressing the Problem |
|
|
351 | (1) |
|
Integration: Seeking Joint Gains |
|
|
351 | (1) |
|
Smoothing: Calming Troubled Waters |
|
|
352 | (1) |
|
|
|
352 | (1) |
|
Compromising: Halving the Loaf |
|
|
353 | (1) |
|
|
|
353 | (1) |
|
|
|
354 | (2) |
|
Comparing Styles: Likelihood of Success |
|
|
356 | (2) |
|
|
|
358 | (8) |
|
Types of Conflict: Task, Relationship, and Value |
|
|
358 | (3) |
|
Task Conflict: Routine or Nonroutine |
|
|
358 | (1) |
|
Relationship Conflict: It's Personal |
|
|
359 | (1) |
|
Values Conflict: Deeply Felt Struggles |
|
|
360 | (1) |
|
Closer Look: KILL Radio Conflict Case Study |
|
|
361 | (3) |
|
Culture and Conflict: Communication Differences |
|
|
364 | (2) |
|
|
|
366 | (8) |
|
Tit for Tat: Do unto Others |
|
|
366 | (1) |
|
Reformed Sinner: Spreading Redemption |
|
|
367 | (1) |
|
Positional Bargaining: Hard and Soft Negotiating |
|
|
368 | (2) |
|
Principled Negotiation: Interest-Based Bargaining |
|
|
370 | (4) |
|
The Four Principles: Appropriate Rules |
|
|
370 | (2) |
|
Remaining Unconditionally Constructive: Sound Judgment |
|
|
372 | (1) |
|
The BATNA: Best Alternative to a Negotiated Agreement |
|
|
373 | (1) |
|
|
|
374 | (4) |
|
Constructive and Destructive Anger: Intensity and Duration |
|
|
374 | (1) |
|
Managing Your Own Anger: Taking Control |
|
|
375 | (1) |
|
Managing the Anger of Others: Communication Jujitsu |
|
|
376 | (2) |
|
|
|
378 | (2) |
| Chapter Twelve Technology and Virtual Groups |
|
380 | (23) |
|
Technological Group Options |
|
|
384 | (3) |
|
Text-Messaging: Typing Gone High Tech |
|
|
385 | (1) |
|
Audioconferences: Voice-Only Technology |
|
|
385 | (1) |
|
Videoconferences: Sight and Sound |
|
|
386 | (1) |
|
Benefits and Challenges of Virtual Groups |
|
|
387 | (8) |
|
Time and Space: The Death of Distance |
|
|
387 | (1) |
|
Decision Making: Quality of the Output |
|
|
388 | (1) |
|
Social Relationships: Developing Personal Connections |
|
|
388 | (1) |
|
Power Distance: Prominence of Status Cues |
|
|
389 | (1) |
|
Conflict: Constructive and Destructive |
|
|
390 | (2) |
|
Member Participation: Motivation to Perform |
|
|
392 | (1) |
|
Social Anxiety: Reticence to Participate |
|
|
392 | (1) |
|
Social Loafing: Virtually Unproductive |
|
|
392 | (1) |
|
Conversational Documentation: Transactional Transcripts |
|
|
393 | (2) |
|
Virtual Group Effectiveness |
|
|
395 | (7) |
|
General Factors: Getting Set for Success |
|
|
395 | (3) |
|
Temporality: Long-Term versus Short-Term Virtual Groups |
|
|
395 | (1) |
|
Media Richness: The Lean and Meaty Theory |
|
|
396 | (1) |
|
Media Synchronicity: Extending MRT |
|
|
397 | (1) |
|
Specific Suggestions: Tentative Advice |
|
|
398 | (2) |
|
Choosing Media: Richness and Synchronicity |
|
|
398 | (1) |
|
Conducting Virtual Meetings: Special Challenges |
|
|
399 | (1) |
|
Closer Look: ComCorp Case Study |
|
|
400 | (2) |
|
|
|
402 | (1) |
| Appendix A: Group Oral Presentations |
|
403 | (14) |
| Appendix B: Critical Thinking Revisited: Arguments and Fallacies |
|
417 | (6) |
| Glossary |
|
423 | (12) |
| References |
|
435 | (46) |
| Subject Index |
|
481 | |
