Page 77 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

60 Chapter 3

Norm: Hang on a second, Bill. We said we were going to give these to Reverend
Lacy [minister of another congregation who agreed to give the denomination’s
perspective] for feedback. That will take longer than one week.
Bill: You’re right; I forgot. Let’s schedule our discussion of the bylaws after Norm
gets Reverend Lacy’s perspective.
In this exchange, chair Bill’s original suggestion is challenged, politely, by Norm. Bill
acknowledges that he made a mistake and backtracks. This illustrates a throughput
process in which members can contribute without fear of repercussion and the leader
has no more power to control events than the others do.
As with inputs, the standards to judge the throughput processes are grounded in
how best to sustain effective group interaction. Group members must consistently
reflect upon and assess the effectiveness of these processes in order to transform their
inputs into positive synergy that promotes viable outcomes. These especially reflect
the ethical standards for group behavior.
1. Members are dependable and reliable. Interdependence requires group
members to accept that they are accountable to each other, and a climate
of trust must be created in order to manage the risk involved in such
interdependence. Acting toward each other in dependable and reliable ways
reinforces this ethic. During their two years, church board members learned
they could count on each other to attend meetings, gather information, type
reports, schedule speakers, argue with respect, and so on.
2. Members express themselves competently and are considerate of other members.
Although Gary felt insecure about his ability to express his ideas, he was
willing to share his opinions; he did so clearly, and he was encouraged by the
other church members. Bill, although he was the chair, often followed his own
suggestions with “Sound, OK?” or “Is that all right with the rest of you?”
3. Members’ roles (see Chapter 5) are relatively stable, understood, and accepted
by all. Sufficient role definitions allow members to predict each other’s
behavior. Marina, for instance, was consistently task focused and organized
while Bill was consistently democratic in his actions as chair. Roles also need
to be sufficiently flexible so that any group member, not just Marina and Bill,
could be organized, task focused, or democratic. Role behavior is sufficiently
predictable and flexible to allow the group to adapt and change as need be.
4. Members have relatively equal status. Bill’s external status as a lawyer was
relatively high, but that did not stop Norm, the massage therapist, from saying,
“Hang on a second Bill, . . . That will take longer than a week,” when he
reminded Bill of the need for Reverend Lacy’s perspective. Equal status
promotes teamwork, which means that energy and time is spent on achieving the
goals of the group, not competing against each other for power and position.
5. Norms and rules (see Chapter 6) are understood and followed or are discussed
openly and changed when they do not work. The church board had the habit of

gal37018_ch03_051_074.indd 60 3/28/18 12:34 PM