Page 160 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

Communication and Group Culture 143

Later, in the production phase of a group’s life cycle, task- or job-related behaviors
emerge to present a different set of challenges: the management of secondary ten-
sions. Secondary tension is work-related tension found in the differences of opinion Secondary Tension
among members as they seek to accomplish their task. It is inevitable, because mem- Work-related tension
bers perceive problems differently and disagree about goals, the means for achieving found in the
them, and the criteria they use to evaluate ideas. These tensions are the direct result differences of
of the need to make decisions as a group. opinion among
Secondary tension looks and sounds different from primary tension. Disagree- members as they
ment becomes more direct. Voices become loud and strained. There may be long seek to accomplish
pauses followed by two or more members’ talking at once. Members twist and fidget their task.
in their seats, bang fists on the table, wave their arms, interrupt each other, move
away from each other, and may even leave the room. They may try to shout each other
down, call each other names, or aggressively question each other’s intelligence or
motives. Some may be very vocal while others may sit stiffly and awkwardly, not
knowing what to do.
One of the biggest challenges for a small group is to create and reinforce a culture
that manages secondary tension effectively. Too often, group members ignore second-
ary tension because dealing with it can be uncomfortable, even painful. The medical
group at the beginning of the chapter intended to use sound reasoning in its discus-
sions but granted certain members much higher status than others. This interferred
with sound reasoning and ultimately split the group. With different choices, they
could have enhanced the quality of their group culture.
Managing secondary tension effectively can lead to three advantages for the
group. First, attempts to duck the tension-producing issue don’t work. Bormann
points out, “The problem . . . if ignored or dodged will continue to . . . impede prog-
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ress. Facing up to secondary tensions realistically is the best way to release them.”
Second, groups that find integrative versus divisive ways to manage their secondary
tension experience greater cohesiveness. Members teach each other, through their
interactions, that they can disagree with each other yet still experience a sense of trust
and commitment. In contrast, the medical group members taught each other that it
was OK to be told what to do and that talking behind one another’s back was accept-
able; this fostered distrust between members. Third, group members can learn to wel-
come the tensions because they force members to look more carefully at task-related
issues, which can ultimately help them develop a better final outcome.
Secondary tensions are inevitable; the key to whether they help or hurt a group
depends on how they are managed by the group. Three categories of behaviors typi-
cally reduced secondary tension among members: agreeing, showing solidarity, and
releasing tension. Showing agreement is socially rewarding to the person agreed with,
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as if to say, “I value you and your opinion.” Solidarity is shown by indicating commit-
ment to the group. Using we to refer to the group, speaking well of members, offering
to help, expressing confidence in the group, and talking about the importance of the
group and its task are all ways to show solidarity and move members away from an “us
versus them” attitude. Humor can help to release tension, so long as the humor does
not ridicule another member or is used to ignore the disagreement.

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