Page 315 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

298 Chapter 11

4. The quality and consistency of the argument matter.
Garlick and Mongeau discovered that argument quality was the only factor that
allowed a minority subgroup to influence majority attitudes. Argument quality,
18
not the number of members who support a position, seems to be a better
19
predictor of group influence. These arguments provide a context for the
argument (“It’s in our charge that our speakers are supposed to supplement the
educational component of classes”) and counteract potential objections
(“I know that some students will not come if they think they’re going to get
another lecture, but with an educational speaker, many faculty will assign the
lecture to their classes for extra credit”). In addition, successful minority
subgroups are the most consistent in their arguments. This consistency allows
them to maintain their initial stance and resist the arguments from the majority,
especially if the majority presents an inconsistent line of reasoning.
Deviant opinion, essential to a group, has to be skillfully and sensitively expressed.
Understanding the benefits or negative outcomes of group conflict, as well as success-
ful opinion deviance, relies on recognizing the types of conflicts groups experience
and how well that conflict is managed.

Recap: A Quick Review

roups should not avoid or suppress conflict. Conflict and harmony in groups are
Gboth beneficial and necessary aspects of group life. Conflict becomes an issue only
when it is managed in anything but a constructive manner.
1. Conflict is an expressed struggle between at least two interdependent parties
who see incompatible goals, scarce resources, and interference from the other in
reaching those goals.
2. Individuals or groups in conflict with each other are interdependent; the group goal
cannot be reached for one and not the others.
3. Conflict is a communicative phenomenon emerging out of the perceptions of the
parties. Group members can see, hear, and feel the conflict.
4. Constructively, conflict can help the group understand its members and issues better,
improve member motivation, produce better decisions, and increase cohesiveness.
5. Destructive conflict makes members feel bad, lowers cohesiveness, and eventually
splits the group apart.
6. Any member seen as significantly different from others in the group can emerge as
a deviate. This can occur when disagreement is expressed.
7. Opinion deviates disagree significantly with one or more members, while showing
commitment to the group goals.
8. Opinion deviancy should be done cautiously, in a climate of cohesiveness and trust.
If opinion deviance is expressed assertively rather than aggressively, it can lead to
effective decision making and management of conflict.
9. Group influence seems to depend on the quality and consistency of the arguments,
the timing, and the social skill of the person expressing the argument.

gal37018_ch11_291_320.indd 298 3/28/18 12:38 PM