In Mixed Company 11e

J. Dan Rothwell: Professor Emeritus and former chair of the Communication Studies Department at Cabrillo College. He has a B.A. in American History from the University of Portland (Oregon), an M.A. in Rhetoric and Public Address, and a Ph.D. in Communication Theory and Social Influence. His M.A. and Ph.D. are both from the University of Oregon. He is the author of four other books: Practically Speaking, In the Company of Others: An Introduction to Communication, Telling It Like It Isn't: Language Misuse and Malpractice, Interpersonal Communication: Influences and Alternatives (with James Costigan), and In Mixed Company: An Introduction to Group Communication.

• Brief ContentsPreface1 Communication Competence in Groups2 Groups as Systems3 Meetings: Standard and Virtual4 Group Development5 Developing the Group Climate6 Roles in Groups7 Group Leadership8 Developing Effective Teams9 Defective Group Decision Making and Problem Solving10 Effective Decision Making and Problem Solving11 Power in Groups: A Central Dynamic12 Conflict Management and NegotiationAppendix A: Group Oral PresentationsAppendix B: Critical Thinking Revisited: Arguments and FallaciesGlossaryReferencesIndexTABLE OF CONTENTSPrefaceChapter 1: Communication Competence in GroupsMyths about CommunicationMyth 1: Communication Is a Cure-allMyth 2: Communication Can Break DownMyth 3: Effective Communication Is Merely Skill BuildingMyth 4: 93% of Meaning Is Communicated NonverballyMyth 5: Effective Communication Is Just Common SenseCommunication DefinedCommunication as Transactional: Mutually InfluentialCommunication as a Process: The Continuous FlowCommunication as Sharing Meaning: Making SenseVerbal Communication: Telling It Like It Isn'tNonverbal Communication: Wordless MeaningCommunication CompetenceEffectiveness: Achieving GoalsA Matter of Degree: From Deficiency to ProficiencyWe (Not Me) Oriented: Primacy of GroupsAppropriateness: Following the RulesRule Violations: Consequential EffectsRule Changes: Context SpecificAchieving Communication CompetenceKnowledge: Learning the RulesSkills: Showing, Not Just KnowingSensitivity: Receptive AccuracyCommitment: A Passion for ExcellenceEthics: The Right and Wrong of CommunicationCulture and Communication CompetenceIndividualism-Collectivism Dimension: The Prime DirectiveApplying the Communication Competence Model: Several StepsSelf-Assessment: Be Ye Individualist or Collectivist?Definition of a GroupGroups: More than People Standing at a Bus StopInterpersonal Communication and Public Speaking: UngroupsQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 2: Groups as SystemsInterconnectedness of PartsRipple Effect: A Chain ReactionSynergy: One Plus One Equals a TonNegative Synergy: Results Beyond BadAdaptability to a Changing EnvironmentDynamic Equilibrium: Regulating Stability and ChangeDealing with Difficult Group Members: Disruptive ChangeSelf-Assessment: Are You a Difficult Group Member?Boundary Control: Communication Methods for Regulating InputPhysical Barriers: Protecting Group SpacePsychological Barriers: Member in Name OnlyLinguistic Barriers: Having to Speak the LanguageRules: Permission Not GrantedRoles: Staying in BoundsNetworks: Controlling Information and Interaction FlowOpen and Closed Systems: Setting Effective BoundariesInfluence of SizeGroup Size and ComplexityQuantitative Complexity: Exponentially ComplicatedComplexity and Group Transactions: Size MattersAn Organization: A Group of GroupsQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 3: Meetings: Standard and VirtualStandard Meeting PreparationClarify the Purpose: Avoid AimlessnessCreate an Effective Meeting Agenda: Simple StepsGet There First: Expect ProblemsConducting a MeetingType of Meeting: Formal or InformalBegin on Time; End on Time: Punctuality Is a VirtueCommunicate Ground Rules: Avoid ChaosUse the Best Processes: No One-Size-Fits-AllStay on Track: Parking Lots, Jellyfish, and Perception ChecksConcluding the Meeting: Don't End with a WhimperAfter the Meeting: Clean-Up TimeParticipating in MeetingsBe Prepared: Don't Act Like a Potted PlantWAIT: Avoid Stage HoggingBe Attentive: Monitor Your Nonverbal CommunicationRecognize Cultural Diversity: Is Silence Golden?Increase Participation: Constructive EngagementVirtual MeetingsTypes of Virtual Meetings: Audio and VisualPros and Cons: A Mixed BagFacilitating a Virtual Meeting: New ChallengesVirtual Meeting Participation: A Few Unique ConsiderationsQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 4: Group DevelopmentPrimary Dimensions of GroupsTask and Social Dimensions: Working and RelatingBuilding Cohesiveness: Bringing Us TogetherEncourage Compatible MembershipDevelop Shared GoalsAccomplish TasksDevelop a Positive History of CooperationIncrease ProximityNurture Virtual Group Social RelationsPeriodic Phases of Group DevelopmentForming: Gathering MembersReasons We Join Groups: MotivationMember Diversity: The Benefits and Challenges of DifferenceStorming: Feeling the TensionPrimary Tension: Initial UneasinessSecondary Tension: Later Stress and StrainNorming: Regulating the GroupTypes of Norms: Explicit and ImplicitDegree of Conformity: Strength of Group PressureWhy We Conform: Fitting InConditions for Conformity: When We Bow to Group PressureAddressing Nonconformity: When Groups Get ToughPerforming: Group OutputMotivation to Perform: Social Loafing and Social CompensationSelf-Assessment: Social LoafingWhen Groups Outperform Individuals: Three Heads Are Better than OneWhen Individuals Outperform Groups: No Group MagicQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 5: Developing the Group ClimatePositive versus Negative ClimatesNegativity Bias: Short-Circuiting a Positive ClimatePositive Emphasis: The "Magic Ratio"Competition and CooperationDefinitions: Conceptual ClarityConstructive Competition: Tempering HypercompetitivenessCooperative Group Climates: Cultivating PositivityCommunication and Group ClimatePraise and Recognition: Basic Building BlocksDefensive and Supportive Communication: Shaping ClimatesSelf-Assessment: Reactions to Defensive and Supportive CommunicationCriticism versus DescriptionControl versus Problem OrientationManipulation versus AssertivenessIndifference versus EmpathySuperiority versus EqualityCertainty versus ProvisionalismIncivility versus CivilityListening: Enhancing PositivityShift Response versus Support Response: Focusing on Me or Thee?Competitive Interrupting: Seizing the FloorAmbushing: Preparing RebuttalsVirtual Group ClimateQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 6: Roles in GroupsInfluence of RolesRole Status: Playing by Hierarchical RulesRole Conflict: Torn Between Two RolesRole Reversal: When Students Become TeachersTypes of RolesTask Roles: Focusing on Maximum ProductivityMaintenance Roles: Focusing on CohesivenessDisruptive Roles: Focusing on SelfSelf-Assessment: Playing by the RolesRole EmergenceGroup Endorsement: Accepting a Bid?Role Specialization: Settling into One's Primary Role?Role AdaptabilityRole Flexibility: Adapting to ContextRole Fixation: Failure to AdaptNewcomers and System DisturbanceNature of the Group: The Challenge of AcceptanceGroup Socialization: Mutual Adaptation to ChangeQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 7: Group LeadershipDefinition of LeadershipLeadership and Followership: Let's DanceLeader and Manager: Different Types of InfluenceDifference #1: Positional versus Interpersonal InfluenceDifference #2: Maintaining versus ChangingDifferences Not Categorically Exclusive: Matter of EmphasisLeadership EmergenceHow Not to Become a Leader: Communication BlundersGeneral Emergence Pattern: Process of EliminationTwo Phases of EmergenceVirtual Group Leader EmergenceAdditional Factors: Implicit Theories of LeadershipPerspectives on Competent LeadershipTraits Perspective: The Born Leader ViewStyles Perspective: One Style Doesn't Fit AllSelf-Assessment: What Is Your Leadership Style Preference?Situational Perspective: Matching Styles with CircumstancesDistributive Leadership: Sharing FunctionsServant Leadership Perspective: Ethical NecessityCulture and Leadership: Are There Universal Theories?Communication Competence Perspective: The Overarching ViewVirtual Group LeadershipQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 8: Developing Effective TeamsStandard Groups versus TeamsDistinctions: The Fourmost FourLevel of Cooperation: The Working Together ImperativeDiversity of Skills: Looking for ComplementarityGroup Identity: Operating as a UnitTime and Resources: Commitment to the TeamDefinition of a Team: A Special Kind of GroupTeam MembersTeam Slayers: Members' Bad Attitudes and Bad BehaviorEgocentrism: Me-Deep in OmnipotenceCynicism: Communicating a Can't-Do AttitudeCommunicating Abuse: Incompetent Behavior Kills TeamsTeam Builders: Choosing and Developing Team MembersExperience and Problem-Solving Abilities: Core CompetenciesCommunication Training: Developing Members' CompetenceDeveloping TeamworkDeveloping Team Goals: The Four CsClear Goals: Everyone on the Same PageCooperative Goals: Interdependent ChallengesChallenging Goals: Denting the UniverseCommitment to Goals: A Passion to SucceedDeveloping a Team Identity: Unifying MembersSymbolic Convergence: Communicating Fantasy ThemesSolidarity Symbols: Unifying NonverballyTeam Talk: The Language of WeDesignating Roles: Room for One QuarterbackTeam Empowerment: Enhancing Members' CapabilitiesDefinition of Empowerment: Four DimensionsHierarchical Organizations: The Enemy of Team EmpowermentSelf-Managing Work Teams: The IDEO ModelImpediments to Team Empowerment: No Buy-InEstablishing Individual Accountability: Providing FeedbackCompetent Team LeadershipNurturing Empowerment: A Shared ResponsibilityRequiring a Psychologically Safe Environment: Killing Fear and EgoVirtual TeamsQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 9: Defective Decision Making and Problem SolvingInformation OverloadScope of the Problem: The Information AvalancheConsequences: The Downside of Information OverloadCritical Thinking Impairment: Separating Wheat from ChaffIndecisiveness: Conclusion IrresolutionInattention: Difficulty ConcentratingDiminished Creativity: Preoccupation with the MundaneCoping with Information Overload: Wrestling the BeastRuthlessly Filter Information: Scan the Spam"Eat the Frog": Tackle the Unpleasant Tasks FirstShut Down Technology: Hitting the Off Switch?Become Selective: On a Need-to-Know BasisLimit the Search: When Enough Is EnoughDiscern Patterns: Recognizing Irrelevant InformationFocus: Don't MultitaskInformation UnderloadMindsets: Critical Thinking Frozen SolidConfirmation Bias: One-Sided Information SearchesThe Problem: Poor Decisions and SolutionsCombating Confirmation Bias: A PlanFalse Dichotomies: Either-Or ThinkingCollective Inferential Error: Uncritical ThinkingPrevalence of the Problem: It's a Group ThingSources of Inferential Errors: Distortions and CorrelationsUnrepresentativeness: Distorting the FactsSelf-Assessment: The Uncritical Inference TestCorrelation Inferred as Causation: CovariationError Correction: Practicing Critical ThinkingGroup Polarization: Extremely Uncritical ThinkingPolarization: From Gambling to GuardedWhy Groups Polarize: Comparison and PersuasionCombating Group Polarization: Necessary StepsGroupthink: Critical Thinking in Suspended AnimationConditions: Excessive Cohesiveness and Concurrence SeekingIdentification of Groupthink: Main SymptomsOverestimation of the Group's Power and Morality: ArroganceClosed-Mindedness: Clinging to AssumptionsPressures toward Uniformity: Presenting a United FrontPreventing Groupthink: Promoting VigilanceQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 10: Effective Decision Making and Problem SolvingGroup Discussion Functions and ProceduresPhases and Functions: General ConsiderationsMultiple Sequence Model: Phases of Decision MakingFunctional Perspective: Being SystematicThe Standard Agenda: Structuring Group DiscussionProblem Identification: What's the Question?Problem Analysis: Causes and EffectsSolution Criteria: Setting StandardsSolution Suggestions: Generating AlternativesSolution Evaluation and Selection: Deciding by CriteriaSolution Implementation: Follow-ThroughDecision-Making Rules: Majority, Minority, and UnanimityMajority Rule: Tyrannical or PracticalMinority Rule: Several TypesUnanimity Rule: ConsensusEvaluating Information: Countering "Truth Decay"Credibility: Is It Believable??Currency: Is It Up to Date??Relevance: Looking for Logical ConnectionsRepresentativeness: Reflecting the FactsSufficiency: When Enough Really Is EnoughCreative Problem SolvingGeneral Overview: The Creative ProcessCreative Techniques: Systematic ProceduresIdea Generation: Several TechniquesFraming/Reframing: It's All in the WordingVirtual Groups and Decision MakingPace of Decision Making: Synchronous and Asynchronous MediaVirtual Creativity: Finding Your Comfort ZoneQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 11: Power in GroupsThe Nature of PowerForms of Power: Dominance, Prevention, and EmpowermentCommunication Indicators of PowerGeneral Indicators: Defining, Following, and InhibitingVerbal Indicators: Language ChoicesNonverbal Indicators: Silent Exercise of PowerStatus Cues: Virtual GroupsPower Resources: The Raw Materials of InfluenceInformation: Good and PlentyExpertise: Information Plus Know-HowLegitimate Authority: You Will ObeyRewards and Punishments: Pleasure and PainPersonal Qualities: A Powerful PersonaConsequences of Power ImbalancesBias Against Women and Ethnic Minorities: Leadership GapBullying: Verbal and Nonverbal AggressionPower Distance: Cultural VariationGeneral Description: Horizontal and Vertical CulturesCommunication Differences: With Whom May You Communicate?Balancing Power: Prevention StrategiesDefiance: Digging in Your HeelsResistance: Dragging Your FeetSluggish Effort: How Slow Can You Go?Strategic Stupidity: Smart People Acting DumbLoss of Motor Function: Conscious CarelessnessThe Misunderstanding Mirage: Confusion Illusion?Selective Amnesia: Fake ForgetfulnessTactical Tardiness: Late by DesignPurposeful Procrastination: Deliberate DelaysBalancing Power Positively: Enhancing EmpowermentDeveloping Assertiveness: Exhibiting Confidence and SkillAlliances: Forming CoalitionsIncreasing Personal Power Resources: Benefiting the GroupQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesChapter 12: Conflict Management and NegotiationNature of ConflictDefinition: Incompatible, Interconnected StruggleBenefits of Conflict: Dissent Can Be ProductiveDestructive and Constructive Conflict: DifferencesCommunication Styles of Conflict ManagementCollaborating: Problem SolvingConfrontation: Directly Addressing the ProblemIntegration: Seeking Joint GainsSmoothing: Calming Troubled WatersAccommodating: YieldingCompromising: Halving the LoafAvoiding: WithdrawingCompeting: Power-ForcingComparing Styles: Likelihood of SuccessSituational FactorsTask Conflict: Routine and NonroutineRelationship Conflict: It's PersonalValues Conflict: Deeply Felt StrugglesCulture and Conflict: Communication DifferencesNegotiating StrategiesPositional Bargaining: Hard and Soft NegotiatingPrincipled Negotiation: Interest-Based BargainingThe Four Principles: Appropriate RulesRemaining Unconditionally Constructive: Sound Judgment?The BATNA: Best Alternative to a Negotiated AgreementAnger ManagementConstructive and Destructive Anger: Intensity and DurationManaging Your Own Anger: Taking ControlManaging the Anger of Others: Communication JujitsuVirtual Groups and ConflictQuestions for Critical ThinkersTED Talks and YouTube VideosVideo Case StudiesAppendix A: Group Oral PresentationsAppendix B: Critical Thinking Revisited: Arguments and FallaciesGlossaryReferencesIndex

In Mixed Company addresses group communication from a less formal communication perspective. It has appeal and relevance to majors outside of the field of Communication." - Samantha L. Gonzalez, Manchester Community College