In Mixed Company 11e

Communicating in Small Groups and Teams

Eleventh Edition

J. Dan Rothwell

Great emphasis placed on readability. Several case studies, vivid examples, and personal experiences are narrative in nature, included to illustrate ideas and concepts and trigger reader interest.
The communication competence model continues to guide discussions of key small group concepts and processes.
Systems theory remains as a key theoretical component of the text, providing a conceptual framework for analysis and insights.
A comprehensive, atypical chapter on roles continues to inform on the dynamic, complex nature of group communication.

New to this Edition:

New chapter 3 on meetings, both standard and virtual, which reflects the radically changing environment triggered by the Covid-19 pandemic and the changing landscape of international business.
Chapter 12, on technology and social media in previous editions, has been dismantled and that material has been disseminated to various relevant chapters.
Vastly improved visual package of photos, custom cartoons, and graphics
Expanded and extensive treatment of culture, diversity, and “truth decay”
New case studies have been added

In Mixed Company 11e

Communicating in Small Groups and Teams

Eleventh Edition

J. Dan Rothwell

Description

In Mixed Company combines theory, applications, and current research on small group communication in a conversational and engaging style. It is a comprehensive text and has been the market leading small group communication text for the last several editions. The 11th edition will continue to use abundant humor, engaging case studies, novel illustrations, dramatic and poignant examples, personal narratives and vivid stories, and colorful language to encourage students to keep reading. The 11th edition offers an emphasis on meetings with the new Chapter 3, current treatments of COVID and its profound effects on small group dynamics, and comprehensive treatment of virtual groups, in addition to vastly enhanced visual packaging.

In Mixed Company 11e

Communicating in Small Groups and Teams

Eleventh Edition

J. Dan Rothwell

Brief Contents
Preface
1 Communication Competence in Groups
2 Groups as Systems
3 Meetings: Standard and Virtual
4 Group Development
5 Developing the Group Climate
6 Roles in Groups
7 Group Leadership
8 Developing Effective Teams
9 Defective Group Decision Making and Problem Solving
10 Effective Decision Making and Problem Solving
11 Power in Groups: A Central Dynamic
12 Conflict Management and Negotiation
Appendix A: Group Oral Presentations
Appendix B: Critical Thinking Revisited: Arguments and Fallacies
Glossary
References
Index

TABLE OF CONTENTS
Preface
Chapter 1: Communication Competence in Groups
Myths about Communication
Myth 1: Communication Is a Cure-all
Myth 2: Communication Can Break Down
Myth 3: Effective Communication Is Merely Skill Building
Myth 4: 93% of Meaning Is Communicated Nonverbally
Myth 5: Effective Communication Is Just Common Sense
Communication Defined
Communication as Transactional: Mutually Influential
Communication as a Process: The Continuous Flow
Communication as Sharing Meaning: Making Sense
Verbal Communication: Telling It Like It Isn't
Nonverbal Communication: Wordless Meaning
Communication Competence
Effectiveness: Achieving Goals
A Matter of Degree: From Deficiency to Proficiency
We (Not Me) Oriented: Primacy of Groups
Appropriateness: Following the Rules
Rule Violations: Consequential Effects
Rule Changes: Context Specific
Achieving Communication Competence
Knowledge: Learning the Rules
Skills: Showing, Not Just Knowing
Sensitivity: Receptive Accuracy
Commitment: A Passion for Excellence
Ethics: The Right and Wrong of Communication
Culture and Communication Competence
Individualism-Collectivism Dimension: The Prime Directive
Applying the Communication Competence Model: Several Steps
Self-Assessment: Be Ye Individualist or Collectivist?
Definition of a Group
Groups: More than People Standing at a Bus Stop
Interpersonal Communication and Public Speaking: Ungroups
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 2: Groups as Systems
Interconnectedness of Parts
Ripple Effect: A Chain Reaction
Synergy: One Plus One Equals a Ton
Negative Synergy: Results Beyond Bad
Adaptability to a Changing Environment
Dynamic Equilibrium: Regulating Stability and Change
Dealing with Difficult Group Members: Disruptive Change
Self-Assessment: Are You a Difficult Group Member?
Boundary Control: Communication Methods for Regulating Input
Physical Barriers: Protecting Group Space
Psychological Barriers: Member in Name Only
Linguistic Barriers: Having to Speak the Language
Rules: Permission Not Granted
Roles: Staying in Bounds
Networks: Controlling Information and Interaction Flow
Open and Closed Systems: Setting Effective Boundaries
Influence of Size
Group Size and Complexity
Quantitative Complexity: Exponentially Complicated
Complexity and Group Transactions: Size Matters
An Organization: A Group of Groups
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 3: Meetings: Standard and Virtual
Standard Meeting Preparation
Clarify the Purpose: Avoid Aimlessness
Create an Effective Meeting Agenda: Simple Steps
Get There First: Expect Problems
Conducting a Meeting
Type of Meeting: Formal or Informal
Begin on Time; End on Time: Punctuality Is a Virtue
Communicate Ground Rules: Avoid Chaos
Use the Best Processes: No One-Size-Fits-All
Stay on Track: Parking Lots, Jellyfish, and Perception Checks
Concluding the Meeting: Don't End with a Whimper
After the Meeting: Clean-Up Time
Participating in Meetings
Be Prepared: Don't Act Like a Potted Plant
WAIT: Avoid Stage Hogging
Be Attentive: Monitor Your Nonverbal Communication
Recognize Cultural Diversity: Is Silence Golden?
Increase Participation: Constructive Engagement
Virtual Meetings
Types of Virtual Meetings: Audio and Visual
Pros and Cons: A Mixed Bag
Facilitating a Virtual Meeting: New Challenges
Virtual Meeting Participation: A Few Unique Considerations
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 4: Group Development
Primary Dimensions of Groups
Task and Social Dimensions: Working and Relating
Building Cohesiveness: Bringing Us Together
Encourage Compatible Membership
Develop Shared Goals
Accomplish Tasks
Develop a Positive History of Cooperation
Increase Proximity
Nurture Virtual Group Social Relations
Periodic Phases of Group Development
Forming: Gathering Members
Reasons We Join Groups: Motivation
Member Diversity: The Benefits and Challenges of Difference
Storming: Feeling the Tension
Primary Tension: Initial Uneasiness
Secondary Tension: Later Stress and Strain
Norming: Regulating the Group
Types of Norms: Explicit and Implicit
Degree of Conformity: Strength of Group Pressure
Why We Conform: Fitting In
Conditions for Conformity: When We Bow to Group Pressure
Addressing Nonconformity: When Groups Get Tough
Performing: Group Output
Motivation to Perform: Social Loafing and Social Compensation
Self-Assessment: Social Loafing
When Groups Outperform Individuals: Three Heads Are Better than One
When Individuals Outperform Groups: No Group Magic
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 5: Developing the Group Climate
Positive versus Negative Climates
Negativity Bias: Short-Circuiting a Positive Climate
Positive Emphasis: The "Magic Ratio"
Competition and Cooperation
Definitions: Conceptual Clarity
Constructive Competition: Tempering Hypercompetitiveness
Cooperative Group Climates: Cultivating Positivity
Communication and Group Climate
Praise and Recognition: Basic Building Blocks
Defensive and Supportive Communication: Shaping Climates
Self-Assessment: Reactions to Defensive and Supportive Communication
Criticism versus Description
Control versus Problem Orientation
Manipulation versus Assertiveness
Indifference versus Empathy
Superiority versus Equality
Certainty versus Provisionalism
Incivility versus Civility
Listening: Enhancing Positivity
Shift Response versus Support Response: Focusing on Me or Thee?
Competitive Interrupting: Seizing the Floor
Ambushing: Preparing Rebuttals
Virtual Group Climate
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 6: Roles in Groups
Influence of Roles
Role Status: Playing by Hierarchical Rules
Role Conflict: Torn Between Two Roles
Role Reversal: When Students Become Teachers
Types of Roles
Task Roles: Focusing on Maximum Productivity
Maintenance Roles: Focusing on Cohesiveness
Disruptive Roles: Focusing on Self
Self-Assessment: Playing by the Roles
Role Emergence
Group Endorsement: Accepting a Bid?
Role Specialization: Settling into One's Primary Role?
Role Adaptability
Role Flexibility: Adapting to Context
Role Fixation: Failure to Adapt
Newcomers and System Disturbance
Nature of the Group: The Challenge of Acceptance
Group Socialization: Mutual Adaptation to Change
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 7: Group Leadership
Definition of Leadership
Leadership and Followership: Let's Dance
Leader and Manager: Different Types of Influence
Difference #1: Positional versus Interpersonal Influence
Difference #2: Maintaining versus Changing
Differences Not Categorically Exclusive: Matter of Emphasis
Leadership Emergence
How Not to Become a Leader: Communication Blunders
General Emergence Pattern: Process of Elimination
Two Phases of Emergence
Virtual Group Leader Emergence
Additional Factors: Implicit Theories of Leadership
Perspectives on Competent Leadership
Traits Perspective: The Born Leader View
Styles Perspective: One Style Doesn't Fit All
Self-Assessment: What Is Your Leadership Style Preference?
Situational Perspective: Matching Styles with Circumstances
Distributive Leadership: Sharing Functions
Servant Leadership Perspective: Ethical Necessity
Culture and Leadership: Are There Universal Theories?
Communication Competence Perspective: The Overarching View
Virtual Group Leadership
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 8: Developing Effective Teams
Standard Groups versus Teams
Distinctions: The Fourmost Four
Level of Cooperation: The Working Together Imperative
Diversity of Skills: Looking for Complementarity
Group Identity: Operating as a Unit
Time and Resources: Commitment to the Team
Definition of a Team: A Special Kind of Group
Team Members
Team Slayers: Members' Bad Attitudes and Bad Behavior
Egocentrism: Me-Deep in Omnipotence
Cynicism: Communicating a Can't-Do Attitude
Communicating Abuse: Incompetent Behavior Kills Teams
Team Builders: Choosing and Developing Team Members
Experience and Problem-Solving Abilities: Core Competencies
Communication Training: Developing Members' Competence
Developing Teamwork
Developing Team Goals: The Four Cs
Clear Goals: Everyone on the Same Page
Cooperative Goals: Interdependent Challenges
Challenging Goals: Denting the Universe
Commitment to Goals: A Passion to Succeed
Developing a Team Identity: Unifying Members
Symbolic Convergence: Communicating Fantasy Themes
Solidarity Symbols: Unifying Nonverbally
Team Talk: The Language of We
Designating Roles: Room for One Quarterback
Team Empowerment: Enhancing Members' Capabilities
Definition of Empowerment: Four Dimensions
Hierarchical Organizations: The Enemy of Team Empowerment
Self-Managing Work Teams: The IDEO Model
Impediments to Team Empowerment: No Buy-In
Establishing Individual Accountability: Providing Feedback
Competent Team Leadership
Nurturing Empowerment: A Shared Responsibility
Requiring a Psychologically Safe Environment: Killing Fear and Ego
Virtual Teams
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 9: Defective Decision Making and Problem Solving
Information Overload
Scope of the Problem: The Information Avalanche
Consequences: The Downside of Information Overload
Critical Thinking Impairment: Separating Wheat from Chaff
Indecisiveness: Conclusion Irresolution
Inattention: Difficulty Concentrating
Diminished Creativity: Preoccupation with the Mundane
Coping with Information Overload: Wrestling the Beast
Ruthlessly Filter Information: Scan the Spam
"Eat the Frog": Tackle the Unpleasant Tasks First
Shut Down Technology: Hitting the Off Switch?
Become Selective: On a Need-to-Know Basis
Limit the Search: When Enough Is Enough
Discern Patterns: Recognizing Irrelevant Information
Focus: Don't Multitask
Information Underload
Mindsets: Critical Thinking Frozen Solid
Confirmation Bias: One-Sided Information Searches
The Problem: Poor Decisions and Solutions
Combating Confirmation Bias: A Plan
False Dichotomies: Either-Or Thinking
Collective Inferential Error: Uncritical Thinking
Prevalence of the Problem: It's a Group Thing
Sources of Inferential Errors: Distortions and Correlations
Unrepresentativeness: Distorting the Facts
Self-Assessment: The Uncritical Inference Test
Correlation Inferred as Causation: Covariation
Error Correction: Practicing Critical Thinking
Group Polarization: Extremely Uncritical Thinking
Polarization: From Gambling to Guarded
Why Groups Polarize: Comparison and Persuasion
Combating Group Polarization: Necessary Steps
Groupthink: Critical Thinking in Suspended Animation
Conditions: Excessive Cohesiveness and Concurrence Seeking
Identification of Groupthink: Main Symptoms
Overestimation of the Group's Power and Morality: Arrogance
Closed-Mindedness: Clinging to Assumptions
Pressures toward Uniformity: Presenting a United Front
Preventing Groupthink: Promoting Vigilance
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 10: Effective Decision Making and Problem Solving
Group Discussion Functions and Procedures
Phases and Functions: General Considerations
Multiple Sequence Model: Phases of Decision Making
Functional Perspective: Being Systematic
The Standard Agenda: Structuring Group Discussion
Problem Identification: What's the Question?
Problem Analysis: Causes and Effects
Solution Criteria: Setting Standards
Solution Suggestions: Generating Alternatives
Solution Evaluation and Selection: Deciding by Criteria
Solution Implementation: Follow-Through
Decision-Making Rules: Majority, Minority, and Unanimity
Majority Rule: Tyrannical or Practical
Minority Rule: Several Types
Unanimity Rule: Consensus
Evaluating Information: Countering "Truth Decay"
Credibility: Is It Believable??
Currency: Is It Up to Date??
Relevance: Looking for Logical Connections
Representativeness: Reflecting the Facts
Sufficiency: When Enough Really Is Enough
Creative Problem Solving
General Overview: The Creative Process
Creative Techniques: Systematic Procedures
Idea Generation: Several Techniques
Framing/Reframing: It's All in the Wording
Virtual Groups and Decision Making
Pace of Decision Making: Synchronous and Asynchronous Media
Virtual Creativity: Finding Your Comfort Zone
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 11: Power in Groups
The Nature of Power
Forms of Power: Dominance, Prevention, and Empowerment
Communication Indicators of Power
General Indicators: Defining, Following, and Inhibiting
Verbal Indicators: Language Choices
Nonverbal Indicators: Silent Exercise of Power
Status Cues: Virtual Groups
Power Resources: The Raw Materials of Influence
Information: Good and Plenty
Expertise: Information Plus Know-How
Legitimate Authority: You Will Obey
Rewards and Punishments: Pleasure and Pain
Personal Qualities: A Powerful Persona
Consequences of Power Imbalances
Bias Against Women and Ethnic Minorities: Leadership Gap
Bullying: Verbal and Nonverbal Aggression
Power Distance: Cultural Variation
General Description: Horizontal and Vertical Cultures
Communication Differences: With Whom May You Communicate?
Balancing Power: Prevention Strategies
Defiance: Digging in Your Heels
Resistance: Dragging Your Feet
Sluggish Effort: How Slow Can You Go?
Strategic Stupidity: Smart People Acting Dumb
Loss of Motor Function: Conscious Carelessness
The Misunderstanding Mirage: Confusion Illusion?
Selective Amnesia: Fake Forgetfulness
Tactical Tardiness: Late by Design
Purposeful Procrastination: Deliberate Delays
Balancing Power Positively: Enhancing Empowerment
Developing Assertiveness: Exhibiting Confidence and Skill
Alliances: Forming Coalitions
Increasing Personal Power Resources: Benefiting the Group
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies

Chapter 12: Conflict Management and Negotiation
Nature of Conflict
Definition: Incompatible, Interconnected Struggle
Benefits of Conflict: Dissent Can Be Productive
Destructive and Constructive Conflict: Differences
Communication Styles of Conflict Management
Collaborating: Problem Solving
Confrontation: Directly Addressing the Problem
Integration: Seeking Joint Gains
Smoothing: Calming Troubled Waters
Accommodating: Yielding
Compromising: Halving the Loaf
Avoiding: Withdrawing
Competing: Power-Forcing
Comparing Styles: Likelihood of Success
Situational Factors
Task Conflict: Routine and Nonroutine
Relationship Conflict: It's Personal
Values Conflict: Deeply Felt Struggles
Culture and Conflict: Communication Differences
Negotiating Strategies
Positional Bargaining: Hard and Soft Negotiating
Principled Negotiation: Interest-Based Bargaining
The Four Principles: Appropriate Rules
Remaining Unconditionally Constructive: Sound Judgment?
The BATNA: Best Alternative to a Negotiated Agreement
Anger Management
Constructive and Destructive Anger: Intensity and Duration
Managing Your Own Anger: Taking Control
Managing the Anger of Others: Communication Jujitsu
Virtual Groups and Conflict
Questions for Critical Thinkers
TED Talks and YouTube Videos
Video Case Studies
Appendix A: Group Oral Presentations
Appendix B: Critical Thinking Revisited: Arguments and Fallacies
Glossary
References
Index

In Mixed Company 11e

Communicating in Small Groups and Teams

Eleventh Edition

J. Dan Rothwell

Author Information

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.