Theoretical Commitments Presupposed by Functional Approaches to Group Discussion

Pavitt, Charles

doi:10.1177/1046496494254006

Cited by 20 publications

(24 citation statements)

References 18 publications

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“…A functional approach to group communication assumes that interaction processes have utility and are the primary means by which members achieve group outcomes (Pavitt, 1994). Communication is functional in the sense that it accomplishes some long-or short-term ends that are not always evident from its content (Austin, 1962;Brown & Levinson, 1987;Grice, 1975;Searle, 1969;Watzlawick, Beavin, & Jackson, 1967).…”

Section: Functional Approaches To Group Communicationmentioning

confidence: 99%

Examining Functional Communication as Egocentric or Group-Centric: Application of a Latent Group Model

Bonito¹,

Meyers

2011

Communication Monographs

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Functional communication in small groups is generally treated as a medium (i.e., reflecting and explained by individual proclivities) or as constitutive (i.e., interaction has independent effects on outcomes). Rather than approach the problem as either/or, we assume that functional communication consists of both processes. To explore this assumption, we applied two models that offer contrasting views on this debate*Hewes's (1986, 1996, 2009) socio-egocentric model and Gonzalez and Griffin's (2002) latent group model*to four published group interaction datasets to examine the extent to which communication has individual-and group-level characteristics. Analyzed individually, the data exhibited a large proportion of egocentricity but very little grouplevel connections. An analysis of the combined and recoded data, however, revealed that discussion consists of both egocentric and group speech, but that the patterns differ. We then discuss the theoretical implications for observed patterns at different levels of analysis in the data.

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Section: Functional Approaches To Group Communicationmentioning

confidence: 99%

Examining Functional Communication as Egocentric or Group-Centric: Application of a Latent Group Model

Bonito¹,

Meyers

2011

Communication Monographs

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“…The functional theory of group decision making (Gouran & Hirokawa, 1996;Gouran, Hirokawa, Julian, & Leatham, 1993;Hirokawa & Scheerhorn, 1986;Mayer, 1998;Pavitt, 1994) explains how interactional norms formed in conflict situations can influence decision making, even when decisions do not involve conflict. Functional theory posits that "group interaction affects decision-making performance by directly shaping the quality of vigilance (or critical thinking) that leads to a final group choice" (Hirokawa & Rost, 1992, p. 269).…”

Section: Influence Of Conflict Management Styles On Decision-making Ementioning

confidence: 99%

Do conflict management styles affect group decision making? Evidence from a longitudinal field study

Kuhn

Poole

2000

Human Communication Research

134

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This study examined the relationship between group conflict management styles and effectiveness of group decision making in 11 ongoing, naturally occurring workgroups from 2 large U.S. organizations. The major postulate of the study was that groups develop norms regarding how they will manage conflicts that carry over to affect other activities, such as decision making, even when these activities do not involve open conflict. To determine the impact of conflict management style on decision effectiveness, a longitudinal design was used that identified conflict management styles in the initial portion of each team's series of meetings and then analyzed a group decision taken in a meeting near the end of that series. Group conflict management styles were determined using observational methods, and decision effectiveness was measured using multiple indices that tapped member, facilitator, and external observer viewpoints. Task complexity also was considered as a possible moderating variable. The findings suggest that groups that developed integrative conflict management styles made more effective decisions than groups that utilized confrontation and avoidance styles. Groups that never developed a stable style were also less effective than groups with integrative styles.

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“…17 Hirokawa's research was conducted to learn about the differences in group procedures when members make "good" and "bad" decisions, thus studying "best" and "worst" groups. 18 He concluded that members of the effective groups examined the validity of one another's opinions and assumptions; people in the more successful groups compared alternatives to a set of criteria they believed a good decision should meet; and both groups based their choices on premises. The premises of the successful groups followed directly from facts that the members possessed about each option and that the premises of the ineffective groups did not have a good basis in fact.…”

Section: March 1997mentioning

confidence: 99%

Small-Group Interaction among Professional Librarians

Tower

1997

CRL

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Libraries are using small groups to make decisions, and it is important that the decisions these groups make are effective. Small-group scholars argue that group processes and interactions play an important role and influence effective decision-making. Randy Y. Hirokawa developed a theory called Vigilant Interaction Theory which maintains that group interaction affects decision-making performance by directly shaping the quality of vigilance that leads to a final choice. Small groups consisting of professional librarians were used to test Hirokawa's theory, and the results showed that group decision performance is directly related to the group's efforts to perform critical vigilant decision-making functions. Specifically, groups that show a pattern generating more alternative solutions are more likely to develop effective decisions. Group processes and interactions play an important role and greatly influence effective decision-making and problemsolving. A large number of studies in ibrarians work in a world that is in constant change, accompanied by increasing demands for accountability. Decisions made within the library are complex, costly, and visible to the public, making it crucial that good decisions are made. Along with other organizations, libraries are looking to small groups to solve problems. Library administrators are using small-group techniques such as quality circles, total quality management, nominal group techniques, and self-management team techniques to help with decision-making. In this environment, it is imperative that library professionals develop their understanding of the process of communication and group decision-making, and develop their ability to work effectively within new environments. The need for effective decisionmaking requires library professionals to

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Theoretical Commitments Presupposed by Functional Approaches to Group Discussion

Cited by 20 publications

References 18 publications

Examining Functional Communication as Egocentric or Group-Centric: Application of a Latent Group Model

Examining Functional Communication as Egocentric or Group-Centric: Application of a Latent Group Model

Do conflict management styles affect group decision making? Evidence from a longitudinal field study

Small-Group Interaction among Professional Librarians

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