When used effectively, small groups are superior to individuals working alone:
small groups are more productive, their results can be more accurate, and members
will support decisions more enthusiastically. Many work groups are still accountable to organizational higher-ups and are
organized around a designated leader. The best approach to leading a group varies
according to the circumstances, and this chapter outlined the conditions under
which a variety of styles can be used. In the 1990s, many groups are defined
as self-directed work teams and are responsible for managing their own behavior.
Leadership in these groups is often shared among members, who are recognized
as possessing several types of power that can affect the group's functioning.
In groups without a designated leader, a predictable process occurs in which
a single leader often emerges. A variety of communication concepts can improve the effectiveness of working
teams. The reflective-thinking sequence is a means of effective problem solving
that produces high-quality results. Recognizing that working groups often go
through predictable stages of orientation, conflict, emergence, and reinforcement
can help members tolerate the inevitable frustrations of group problem solving.
Carefully choosing the method of making a decision can use time effectively
and generate an outcome that members are most likely to support. The chapter made several suggestions about how groups can operate more successfully.
These include recognizing and trying to fulfill both personal and group goals,
promoting desirable norms, ensuring that functional roles are filled, promoting
an optimal level of cohesiveness, avoiding excessive conformity, and boosting
creativity. | 
2002 McGraw-Hill Higher Education