Page 47 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

30 Chapter 2

Poor listening is easier to detect in a dyad than in a small group where one person
can “hide” for long periods of time. The social pressure to listen is not felt as
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intensely in a group as it is in a dyad, and bad listening is easier to disguise. Because
people can fake listening, only when someone speaks do other members have a basis
for judging that person’s listening behavior. Making irrelevant comments, going off on
tangents, and asking questions about something that has already been explained are
evidence of poor listening.
Complicating the challenge to effective listening is the fact that most of us think
we are good listeners, but the evidence tells a different story. Berg found, for instance,
that topics were switched about one time per minute in discussions he observed.
Members were hardly listening or responding to what previous speakers had said.
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This finding was confirmed by other investigators in a variety of cultures and situa-
tions. Nichols and Stevens reported that students listening to lectures on which they
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knew they would be tested retained only about half the new information presented.
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How much, then, must group members misunderstand when they are not on guard?
Teams do not suddenly become effective and productive; members must learn
how to work well together, and a major factor that affects how well members mesh
together is how willing they are to listen to one another, to share perspectives, and to
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integrate their viewpoints. Listening is the key.

Listening Preferences
We each bring different listening preferences to our group experiences, which, if not
recognized, can cause problems for the group. Have you ever thought that perhaps
your strengths and weaknesses as a listener are tied to your learned listening
People-Oriented
Listener preference?
Kittie Watson, a specialist in listening and small group communication, has iden-
A listener who is
sensitive to others, tified four general listening preferences: people-, action-, content-, and time-oriented
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nonjudgmental, and listeners. Each preference has its advantages and disadvantages. The trick to manag-
concerned about ing different listening preferences is to be able to identify the listening preferences of
how his or her all members, including yourself, in group interaction and shifting your preference to
behavior affects fit the needs of the group.
others; can become People-oriented listeners are concerned about how their listening behavior affects
distracted from the relationships. Appearing attentive and nonjudgmental, these listeners are the ones
task by others’ people go to when they want someone to listen to them. These listeners use “we”
problems. more than “I” and use emotional appeals in discussion. These members may be heard
telling a personal story to calm down members who may be upset or angry. People-
oriented listeners may also become distracted by others’ problems, may avoid con-
Action-Oriented
Listener flicts to maintain a sense of harmony, and may engage in too many side conversations
during meetings.
A listener who
focuses on the task, Action-oriented listeners are focused on the job at hand. They help the group stay
remembers details, on task by remembering details and providing feedback about the goal. They enjoy
and prefers an listening to well-organized material. On the other hand, these members can appear
organized overly critical, may interrupt too much if they believe the group is getting off track,
presentation. and may lose interest if the discussion appears to be going nowhere.

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