Page 421 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J
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404 Subject Index
Consensus testing, 127 D
Consultants, 324–325, 338–343 Decide-Advocate-Defend (DAD) model, 377
critiquing, 339 Decision emergence, in Fisher’s Model of Group Phases,
defined, 338 239–240
ethical principles, 342 Decision making, 228–252. See also Problem solving
giving feedback, 339–346 conflict in, 239, 240, 271
instruments for observing and consulting, 342–350 by consensus, 237, 238
planning the consultation, 340–343 criteria for evaluating solutions, 235–236
reminding, 338 critical thinking in, 242–248
teaching, 338–339 defined, 229
Content analysis, 344–347 factors affecting quality of group outputs, 230–231
Content-oriented listeners, 31 Fisher’s model, 239–240
Context Functional Perspective, 232–233
defined, 23 group versus individual, 229–230
for small group communication, 23–24 by the leader, 237–238
Contingency model of group decision by the leader, with consultation, 237, 238
making, 240 by majority vote, 237, 238
Continuous improvement teams, 12 phasic progression during, 238–241
Control needs, 9–10 Poole’s contingency model, 240
Control touches, 45 Reflective Thinking Model, 231
Convergence, 147–148 technology in, 281–286
Cooperative learning groups, 10 type of questions, 235
Cooperative requirements, 276 understanding what can go wrong, 249–252
Coordinating, 127 Deep diversity, 98–100
Creative thinking, 213–214 defined, 98
Criteria for evaluating solutions, 230 effects on outcomes, 98
Critical thinking, 11, 16, 184, 242–248, 268 learning to work together, 99–100
defined, 242 Defensive communication climate, 160
establishing norms that promote, 268–271 Delegating leadership style, 181, 182
evaluating information in, 242–245 Democratic leaders, 178–180
evaluating reasoning in, 245–247 Dependability, 60
in Functional Perspective, 233 Designated leaders, 198–222
stimulating, 214–215 administrative duties, 198–207
Critiquing function of consultant, 339 administrative duties in virtual groups, 206–207
Culture defined, 172
communication and, 83–88 developing the group, 217–221
in conflict management, 311–312 ethical principles, 221–222
defined, 81 leading discussions, 208–216
group, 62, 138–149 legitimate power of, 172, 176
high/low context communication, 86–88, 311 Developing the group, 217–221
individualism-collectivism, 83–84 establishing and maintaining trust, 218–219
leaders, 172 helping individuals grow, 218
leadership satisfaction, 179–181 norms in, 153–155, 219, 220
masculinity/femininity, 84, 86, 175 promoting teamwork and cooperation, 219–221
nature of, 81 rules in, 153–155
power distance, 45, 88, 95 virtual groups, 221
seating preferences, 39–40 Deviates, 297–298
time cues and, 44–45 Devil’s advocate role, 270
uncertainty avoidance, 84, 85–86 Dialect, 44
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