GROUP COMMUNICATION

Vuyani Mkololo
 WHY GROUP COMMUNICATION?

• Members of an organization may communicate to achieve any of the following

purposes:
• Share and exchange information and ideas
• Collect information or feedback on any project/policy/scheme
• Arrive at a decision on important issues
• Solve a problem concerning the organization as a whole
• Discuss issues involving the group or for the benefit of a larger audience
• Elicit feedback on any work undertaken or research performed.
 FORMS OF GROUP COMMUNICATION

• Depending on the purpose, structure and characteristics, group communication takes

various forms:
• Discussions
• Meetings
• Conferences
• Seminars
• Group discussions
• Symposiums
• Conventions
 GROUP COMMUNICATION

• Seeing as all the aforementioned aspects/forms of group communication

require oral communication, it is NB to develop and maintain effective oral
communication skills.
• This will enable members to present and discuss their organization’s point of
view convincingly.
 BODY LANGUAGE TIPS:

• Maintain eye contact while speaking and listening to others

• Adopt facial expressions that show interest and enthusiasm
• Restrain emotional expressions during an argument or disagreement
• While communicating in a small group, use small hand gestures to avoid encroaching
upon the personal space of others
• While setting up the venue for group communication, there should be adequate space
between the seats to prevent members from having to sit very close to one another
• Observe the non – verbal cues of others and try to understand the intentions behind
their verbal cues.
 DISCUSSIONS

• Discussions may be formal or• Expressing agreement/disagreement

informal.
• Decisions and intentions
• Purpose of discussions – to exchange
• Asking questions
information, views and opinions,
persuade, appraise, make decisions, or• Giving and receiving effective
solve problems. feedback
• The participants in a discussion carry • Discussing and delivering negative
out several functions: news
• Introducing oneself/others • Counselling
• Leading and directing discussions
• Expressing opinions and ideas
 GROUP DISCUSSIONS

• In group discussions, a particular number of people (3 – 8) meet face to face

and, through free oral interaction, develop, share, and discuss ideas.
• Group discussions are used in many organisations for decision making and
problem solving.
• They are also used to conduct personality tests and to select students for
admission to professional institutions.
 SPEAKING IN GROUP DISCUSSIONS

• Define concepts properly and immediately • Be sensitive to the distinction between

explain words/terms used that are unfamiliar denotations and connotations otherwise we
to the audience. may not only fail in our communication, but
• The language used must be accurate. also end up with tarnished interpersonal
relations.
• NB = clarity and accuracy work together.
• Pay close attention to how you pronounce
• When we have a difficult time finding the words so the listeners don’t become confused
appropriate word, clarity and accuracy will and hear the incorrect word.
suffer as a result.
• Sound natural when you speak. Unnatural
• Use words that correspond as explicitly as voices put listeners off.
possible to reality.
• Ensure that your facial expression and
• Avoid technical words, obsolete expressions, gestures match your tone of voice.
and colloquialisms as listeners could be
• Maintain eye contact and vary your tone of
unfamiliar with them.
voice.
• Connotative words should be used with
caution.
 DISCUSSING PROBLEMS AND
SOLUTIONS

• Identifying the problem may be difficult at times.

• The problem could be related to a personal, social, physical, or mental aspect,
or it might be organizational – technical, managerial or business related.
• Problems must be discussed in detail.
• Define the problem first before discussing it.
• Defining a problem first helps to clarify what the problem is.
• Once the problem has been identified, discuss ways of finding a solution.
 CREATING A CORDIAL AND CO-
OPERATIVE ATMOSPHERE

• Ideas flow free in an atmosphere conducive to the participants.

• By creating a friendly and co-operative environment during a group discussion,
we may be able to come up with better solutions to our problems or create
more ideas as the member’s contributions are maximized.
• Creating such an environment is the responsibility of each member of the
group.
• In an atmosphere that promotes friendliness and co – operation, people tend to
feel positive, optimistic, confident, and assertive and will voluntarily contribute
to the discussion.
 USING PERSUASIVE STRATEGIES

• Our ability to make others believe in what we say is important in group

discussions.
• Mastering the art of persuasion or convincing others is crucial for group
discussions.
 BEING POLITE AND FIRM

• We need to be assertive but not aggressive in a group discussion and by being

firm and polite, we satisfy this requirement.
• When we feel that a particular idea suggested by another member may not go
down well with the organization, we need to express our view firmly, but
politely.
• “I am afraid this idea will not work in our system.”
 TURN – TAKING STRATEGIES

• The exchange of speaking turns is known as a turn-taking mechanism.

• In a well managed group discussion, group members take turns, using spoken and
non – verbal modes, to express their views.
• If the discussion is dominated by only one or two members, turn taking may not be
used effectively.
• This process is repeated by the members of a group and if it does not go smoothly,
the discussion will not be useful and may cause an unpleasant argument.
• The turn-taking process will yield good results when members have time to think
about the various issues related to the topic.
 EFFECTIVE INTERVENTION

• Interventions are necessary in a group discussion for reasons such as correcting

an error, controlling unruly behavior, adding some detail, or asking a question
for clarification.
• Members do not like intervention during their speaking turn.
• If you do not use polite expressions while interrupting someone, the person
may get annoyed.
 REACHING A DECISION

• Most group discussions end with a decision, either a final decision or an

interim decision.
• A decision can only be reached when group members participate actively to
explore the topic, contribute significantly to the discussion, and reach
consensus or agreement.
 ORGANISATIONAL GROUP
DISCUSSIONS

• Used to discuss problems that arise within the organization.

• It is NB that all members of the team ensure they are on the same page at all times.
• Logical reasoning must be maintained and logical conclusions must be reached.
• The following techniques may be used to ensure cohesion in the group:
• Brainstorming
• Nominal group technique
• Delphi technique
 BRAINSTORMING

• Is a method used to generate a variety of ideas and perspectives.

• Criticism is not allowed during brainstorming as it inhibits the free flow of ideas.
• The more diverse the group, the more likely it is to generate unexpected insights,
ideas and connections.
• Two types of brainstorming techniques exist:
• Storyboarding and the Lotus blossom
• Storyboarding – participants identify major issues and brainstorm on each of them.
• Lotus blossom – a core thought is presented and the participants provide eight ideas
surrounding it like the petals of a Lotus blossom.
 NOMINAL GROUP TECHNIQUE

• This technique restricts discussion or interpersonal communication during the

decision making process.
• Group members operate independently, each with his/her own ideas that they
have to write down before the group discusses them.
• Each member then presents his/her ideas while the rest of the group listens and
ranks the ideas presented.
 DELPHI TECHNIQUE

• This technique is more complex and time – consuming.

• It is similar to Nominal group technique except that it does not require group members to be present.
• This technique never allows the group members to meet face to face.
• The problem is identified and members are asked to provide potential solutions through carefully designed
questionnaires.
• Each member then completes the questionnaire anonymously.
• Results of the first questionnaire are compiled at a central location, transcribed and reproduced.
• Each member then receives a copy of the results.
• Based on the results, another questionnaire is prepared, and members are again asked for their solutions,
as the compiled results typically trigger new solutions or cause changes in the original opinion.
• Consensus should then be reached.
 GROUP DISCUSSIONS AND THE
SELECTION PROCESS

• A group discussion conducted for the selection of candidates for a job or

admission to a professional institution is a well – formulated tool for judging
the personality of candidates, their communication skills, knowledge, and their
ability to work as a team.
• Group discussion = NB aspect of the recruitment process.
• Employers look for candidates who have the ability to shoulder responsibility,
work in a team, and also provide leadership.
• The objective of a selection group discussion is to evaluate an individual’s
team – playing skills.
 CHARACTERISTICS

• Normally, a group of 8 – 10 candidates are formed into a leaderless group and

are given a specific situation to analyse and discuss.
• A panel that consists of technical executives as well as human resource
executives briefly explain the case that the group will have to investigate and
discuss.
• The panel allows the group to start with the discussion and will also terminate
the discussion time based on the panel’s discretion.
• Each candidate is to voice their opinion and provide supporting and counter –
arguments.
 EVALUATION AND ANALYSIS

• Four components are analysed and evaluated in a group discussion:

• Group behaviour
• Knowledge
• Communication skills
• Leadership skills
 LEADERSHIP STYLES

• The quality of work produced by the groups often depends on the style of leadership of the group leader:
• Authoritarian – some leaders attempt to impose their will or values on the other group members or they try to push
them into supporting their decisions.
• Amiable – they consistently try to avoid conflict or prevent unpleasant feelings from being expressed.
• Democratic – such leaders try to include everyone in the discussion and express their feelings and opinions openly
and freely without judging others. This is a highly valued style as it rates high in member satisfaction and
utilisation of the group’s resources.
• Transformational – these type of leaders care about the personal development of group members. They inspire and
motivate group members to succeed. They also set high moral standards. These leaders go even further than
democratic leaders as they have a vision for the future, understand and value change, and provide opportunities for
the personal growth of group members.
• Laissez – faire – hands off approach. A leader who employs this type of approach takes no initiative in directing
the group or suggesting alternative courses of action. The group develops and progresses on its own, even making
mistakes.
 MEETINGS

• Definition – a meeting involves a group of two or more people spreading information,

reaching decisions, or resolving a particular problem through discussion.
• A successful meeting is one in which:
• Objectives are met
• An open forum for discussion is created while control is maintained
• Members keep to the point
• Decisions are stated clearly and unambiguously
• Time is monitored and controlled
• Members experience a sense of satisfaction with what has been accomplished
 PURPOSES (MEETINGS)

• Every meeting is called for a purpose • Build morale

and it is this purpose that decides the
• Confer awards or recognition
form of the meeting.
• Plan projects and strategies
• These purposes include:
• Provide training to employees,
• To communicate important or
suppliers and customers
sensitive information
• To explore new ideas or concepts
• To provide feedback
• To make decisions
• To solve a problem
 PREPARATION

• Before you call a meeting, ask yourself the following questions:

• Is this meeting necessary?
• What is my objective?
• Is the timing right?
• How much will the meeting cost?
 PREPARATION CONTINUED

• If you have decided to call a meeting, then consider the following:

• Time
• Duration
• Meeting notice and agenda
• Participants
• Venue and set - up
 THE FOUR W’S

• Why is the meeting being held?

• Who should attend?
• Where should the meeting be held?
• When should the meeting take place?
 PROCEDURE – CONDUCTING
EFFECTIVE MEETINGS

• The quality of a meeting is largely • Joining the discussion.

determined by how well the players act out •
Managing emotions as emotions do tend to
their roles.
rise over various issues being discussed.
• Three primary roles of chairman:
• Dealing with latecomers.
• Leader
• Managing conflict – allow people to disagree
• Facilitator from one another and hear each point out.
• Participant • Injecting humour – an effective way to
• The chairperson should get the meeting off
dissolve tension.
to a good start by establishing control from • Ending the meeting.
the very beginning. • Preparing and finalising the minutes –
• The chairperson should also encourage minutes are a record of what happened at a
participation. meeting.
• Draw silent types into the discussion.
 CONFERENCES

• A conference is a type of business meeting.

• The size of the group of people attending the meeting will determine the
formality thereof.
• The purpose of a conference is to confer with people who have similar interests
and to pool resources, that is, experiences and opinions.
• The number of participants is greater and the spectrum of subject matter wider
in a conference than in a symposium or seminar.
 SIGNIFICANCE OF CONFERENCES

• They play an NB role in developing an analytical and questioning attitude among the
participants.
• In a conference, participants discuss factors and make suggestions to provide solutions to
problems.
• Exchange of ideas and the creation of a “workshop environment” in which participants learn
form each other as well as from a mentor.
• Conferences have educational value as they lead to negotiation, collaboration and collective
thinking.
• Within organisations, conferences are held to train employees.
• A conference within an organisation may provide necessary information on the policies,
procedures, customs, traditions, and objectives of the organisation.
 SYMPOSIA AND SEMINARS

• A symposium is a formal meeting in which subject experts discuss topics

within their field of interest.
• A number of experts are invited to speak about their research and findings on a
particular topic in their field of interest.
• Unlike a conference, in which a lot of papers are presented, symposium
presentations are restricted to a few experts, but allow more in – depth
discussion of the topic.
• Inviting relevant experts is NB!
 SEMINARS

• A seminar is a meeting in which members of academia/business/industry

exchange useful information.
• It brings together groups of people from a particular sector for recurring
meetings focusing each time on a particular topic.
• Seminars are less formal than lectures.
• Participants may attend seminars to enrich themselves on various topics.
 NEGOTIATIONS

• Negotiation is a process in which two or more individuals or groups, having

both common and conflicting goals, state and discuss proposals for the specific
terms of a possible agreement.
• It normally occurs between companies, groups, or individuals because one has
something the other wants and is willing to bargain for.
• We all need good negotiation skills as it is something we use in our daily lives,
either at work or at home.
• We want to influence another person through exchange of ideas and one must
therefore make use of good negotiation skills.
 SIX BASIC STEPS TO NEGOTIATIONS

• Getting to know one another

• Statement of goals and objectives
• Starting the process
• Expressions of disagreement and conflict
• Reassessment and compromise
• Agreement in principle or settlement
 INFORMAL AND FORMAL
NEGOTIATIONS

• Informal negotiations are used for serving a personal purpose.

• Formal negotiations are used when we need to achieve efficiency in
organisational dealings.