Page 161 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

144 Chapter 6

The socioemotional and task concerns reflected in primary and secondary
tension are interrelated, not independent of one another. The choices that members
make as they negotiate these issues affect both dimensions at the same time. At the
very first meeting, as a group begins to mesh and create its individual culture, it must
concurrently deal with its task: what its charge is, how the task should be approached,
who is to do what, and so forth. Although interpersonal concerns may dominate the
group’s early focus, task concerns are still present and are affected by how the group
sets its interpersonal tone. As a group matures socioemotionally, more and more time
can be devoted to its task. At no time is either issue—task or relationship—absent from
the group or unaffected by choices made in the other dimension. This interplay affects
a group’s status hierarchy.

Status Hierarchy The six members of our medical group were recognized experts in
their fields of study—their individual competence was unquestioned. But the way they
chose to interact with each other created a culture in which certain members were
treated with more value than others. The status hierarchy that emerged did not, in the
long run, serve them well.
Status Status refers to the relative importance, prestige, and power of a member in a
The position of a small group. As roles emerge, a pecking order forms, like the one that emerged in the
member in the medical group. High-status members get certain benefits such as feeling important
hierarchy of power, and worthwhile. Other group members defer to them, pay attention to them, agree
influence, and with their proposals, and seek their advice and opinions. High-status people with
prestige within a titles (e.g., manager or CEO) may be given such tangible signs of status as large
small group. offices, private secretaries, and powers not granted to other members.
Effects of status are numerous. High-status members talk more than low-status
members; both high- and low-status members talk to them more than they do to
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low-status members. Low-status members also send more positive messages to
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Idiosyncrasy Credit high-status members than to other low-status members. Low-status members are
Additional leeway in interrupted more, and their comments are ignored more often than the comments of
adhering to group those with higher status. High-status members tend to talk more to the group as a
norms, given to a whole, whereas low-status members express most of their comments to individuals.
member for valuable In addition to being granted a number of psychological or material rewards,
contributions to the high-status members are expected to meet certain responsibilities within the group.
group. They are expected to work especially hard to accomplish the group’s goals and to
uphold the group’s norms. They may lose status by failing to fulfill the group’s
expectations, although they may be given additional leeway to bend the rules, called
Ascribed Status idiosyncrasy credit, that other members do not receive. This means that certain rules
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Status due to can be bent for members who have made an exceptionally valuable contribution to the
characteristics group. For example, Estrada et al. found a high correlation between idiosyncrasy
external to the group, credit and leadership—the group members to whom others awarded idiosyncrasy
such as wealth, level credit also were perceived as leaders. When this was the case, the group’s
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of education, performance was enhanced.
position, physical
attractiveness, and Status within a small group may be ascribed or it may be earned. At first, before
so forth. members know each other well, ascribed status is granted on the basis of each mem-
ber’s position outside the small group. It is based on such things as wealth, education,

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