Principles of Effectiveness from Fisher, B. Aubrey and Donald G. Ellis (1980). Small Group Decision Making: Communication and Group Process (3rd ed.). New York: McGraw-Hill.

There are three sets of factors, deeply interrelated.

A: Attitudinal Factors

i. Attitudes towards the group

1. orientation of open-mindedness to the group experience
2. sensitivity to the beliefs and feelings of others
3. commitment to the group experience — including a belief that
   the group process will fulfill the goals of and will benefit the
   individual (oneself)
4. consequent sense of responsibility to the group

ii. Attitudes toward interaction

A commitment to interact, in particular a commitment to accept
conflict as a normal part of the group process and to value other
members despite disagreement with them.

iii. Creativity

1. the more ideas and proposals a group has, up to a point, the higher
   the quality of consensus decisions
2. leaders tend to be people who initiate a large number to themes
   during group action
3. although many ideas will be rejected, the more possibilities the
   better. The slowness and start-and-stop process of group decision
   making itself encourages creativity as members have time to reflect
   on and integrate ideas.

iv. Criticism

1. criticism and conflict are typical norms of a highly cohesive
   group; effective group members are highly critical of others’ ideas
   as well as of their own.
2. criticism must be well timed; a group must test ideas, and in
   this phase of group activity in particular criticism is necessary.
3. it is important to avoid neutrality; it is, Fisher and Ellis say,
   impossible to remain neutral and be an effective contributor. Neutrals
   are known as ‘mugwumps’ are are seen as wishy-washy, uncommitted,
   and non-contributors.
4. always criticize ideas, not people.

Questions to ask oneself to check up on personal/personnel contribution
in groups.

1. How well are the members using communication skills to discuss
   issues? Do they focus on information? Are there ample data, evidence,
   and facts? Has this information been tested and discussed? Does
   the group share information clearly?
2. What is the quality of the information? Are there ample date,
   evidence, and facts? Has this information been tested and discussed?
   Is the information of good quality, and is it tested and discussed?
3. What is the social climate like? Is the group cohesive, and why
   or why not? Can the group disagree without serious tension? Do the
   members reward one another? Are the interpersonal relations good?
   Do the members share an identity? Is the group mutually supportive
   and accepting of conflict and difference?
4. How good are the group’s work norms? Are the members committed
   to the task? Do they complete assignments? do they work to think
   creatively about problems? Do they follow procedures outlined by
   the group? Are the group members committed and hard working?
5. How effective is the leadership? Is the leader skillful in procedural
   matters, such as agendas, meeting schedules, and resources? Does
   the leader keep things on track? Does he or she manage conflict
   skillfully? Does the leader summarize, provide useful information,
   and generally structure the group? Does the leadership keep the
   group on task, on track, and on balance?

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B. Interpersonal Factors

i. Active verbal participation: the effective group member has
something to say, and says it; benchwarmers need not apply.

ii. Communication Skills: fluency, articulateness (cogency and
precision), dynamism; sensitivity to the situation

iii. Supportive communication: a sense of mutual support and
acceptance — non-judgmental, oriented to ideas and the task, accepting
of differences, not attached to status, on the side of one’s group members,
seeing oneself as part of a group acting in each others’ interests

iv. Responsive to others: in giving feedback, Haslett and Ogilvie
(1988) (quoted in Fisher and Ellis): be specific; give evidence and
data; separate issues from people; use good timing; soften negative
messages.

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C. Group Identity Factors

i. sensitivity to the group process: be aware of what stage
the group is at, what kind of behavior or input is required or useful,
what may be going wrong with the group.

ii. commitment to the group: no commitment, no effectiveness.
iii. attitude towards group slowness: tolerate it — to try to
force issues is to reduce effective participation, force solutions,
and keep people from being able to work out their hesitations, antagonisms
and anxieties. iv. analysis of how the group is working, particularly
analysis of critical group episodes. What is right, what is wrong, how
can we do that better.

Hirokawa & associates’ communication-based qualities of effective
groups: the most important characteristics of effective groups (a very
information-based, functionalist approach):

1. Groups perform better when their members vigorously evaluate the
   validity of each other’s opinions and assumptions. — clarify, modify,
   test
2. Effective groups provide a thorough and rigorous evaluation of
   decision alternatives. Match alternatives against decision criteria,
   consider all aspects of alternatives, analyze potential consequences.
3. Decision quality depends on the accuracy of the premises of the
   group.
4. The nature of the influential members’ influence affects the quality
   of a group’s decision. — needs to be positive, and facilitative
   – asking appropriate questions, introducing important information,
   challenging assumptions and information, keeping group from digressing

Via Anarchist Black Cross Network

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