Page 76 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

The Small Group as a System 59

3. The number of members should be as small as possible, so long as the necessary
variety of perspectives is represented. The challenge to any group, including our
church board, is to strive for diversity of perspectives yet not become so large
that group members find it impossible to process information, listen to
multiple views, find opportunities to participate, and so forth.
4. Group members know what the group’s relationship is to other groups and
organizations and what resources they can count on from those groups and
organizations. The church board knew that the original church from which it
split would not supply resources, information, or help, but that compatible
denominations would provide speakers and consultation to help the new
board. The board had a good sense of where it fit into a bigger picture and that
it did not operate in an isolated vacuum.
5. The group has enough time to do its work. Failure to prepare for the task ahead
will only prepare a group to fail. One factor is careful consideration of the time
frame within which a group has to work and how best to organize the work
within the time frame. Another factor is whether members will commit to give
the time needed to see the job through. Our church board met every week for
two years before it considered its main goals met.
6. The group’s meeting place, whether physical or virtual, is comfortable for
participants and allows discussions without distractions. A committee, for
instance, that has no adequate space in which to meet regularly will expend
too much energy and time just finding and changing meeting sites and trying
to get members to those sites. Groups must also consider the aesthetics of the
meeting sites, such as noise levels and privacy. For instance, during a search
for an athletic director, California State University, Fresno’s search committee
flew to Las Vegas for its final deliberations in order to hide from the media.
Throughput processes of a group involve how the group actually transforms Throughput Process
inputs into final products—how the system functions, what it actually does. Exam- The actual
ples include the development of roles, rules, and norms; procedures the group fol- functioning of a
lows; the group’s leadership; communication among members; and all the other system, or how the
elements that are part of the process as the group works toward completing its task. system transforms
In our church board, observe below how certain rules and procedures evolved. First, inputs into outputs.
the members complimented each other and affirmed their commitment to the
group’s task. This led to a pattern of expressing cohesiveness and mutual respect,
which later made it easier for members to contribute freely and frankly. Bill oper-
ated as a democratic chair who supported the group’s norms of equality and shared
leadership. This helped other members feel comfortable to jump in with suggestions
or comments.
Bill: Well, here’s draft one of the bylaws! They aren’t carved in stone. I suggest that
everybody take them home, read them carefully, and come prepared with changes
next week. Then we can make the changes and have them copied and distributed for
the congregation to look at. Sound OK?

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