Chapter Overview

Members meet one another's needs through communication behavior. William Schutz describes three interpersonal needs all people have that are met by members of a group: inclusion, control, and affection. Members have needs at various levels. When group members recognize these needs and meet them through communication, they provide satisfaction for group members and enhance the group experience.

Self-disclosure, empathy, and trust are important variables that contribute to group climate. Telling each other who we are, what we want and expect, what our intentions are, what images we have in our head, and the extent to which we are open to topics are all appropriate self-disclosure in most groups. Self-disclosure allows members to understand each other well enough to empathize. Empathy enables people to gain a deeper understanding of each other. Self-disclosure and empathy provide the basis for trust because group member behavior becomes more predictable. Trust can develop when the disclosure of group members is seen as appropriate. Trust is central to the cooperation that is essential to effective group processes.

Beyond meeting the group members' needs through communication, members' communication behaviors affect the group climate. A member can behave supportively by adopting behaviors that demonstrate descriptiveness, problem orientation, spontaneity, empathy, equality, and provisionalism. On the other hand, a member can generate defensiveness by adopting an alternative set of behaviors. These include evaluation, control, strategy, neutrality, superiority, and certainty. As group members talk to one another about relational problems, this communication can be more productive if the members follow the suggestions offered by Jack Gibb for creating a supportive climate.

Working with people who seem difficult can be a challenge. A person's difficult behavior can take different forms. Perhaps the person won't contribute his or her share to the group effort. Perhaps the individual is irresponsible in his or her participation. Perhaps the person has some personal agenda and sidetracks the group. Or maybe the person dominates the interaction. Occasionally, the person may be plainly despicable.

The nonparticipant's behaviors might include doodling, staring out the window, focusing eye contact away from the group, looking bored, or just saying very little. If gestures or tone of voice suggests negative feelings, the person may be withdrawing because of anger with another member or the group. The irresponsible member may be late for meetings, may not do his or her share of the work, or might not show up at all.

The sidetracter pulls the group away from the task. This person may clown around or tell stories. Or, perhaps, the member may pick a fight or try to egg others on. This person may take offense and go into a monologue about how he or she is mistreated. The dominator holds the floor beyond what is his or her share of the time. This person may also exhibit aggressive communication, use categorical language that suggests his or her view is the only "correct view,'' and/or control the meeting by trying to dictate the agenda. The person might even try to "keep people in their place'' with put-downs and personal attacks. This person may constantly belittle others' intellect, sex, race, economic status, and the like. The person may be constantly attempting to manipulate others, to put them in a bad light, or use insulting or offensive language.

Strategies were presented for dealing with difficult people. The less volatile behaviors -- nonparticipation, irresponsibility, and sidetracking -- can usually be dealt with through direct appeals or even humor. Often talking to the person when other members are not present relaxes the climate and provides a productive atmosphere for encouraging the member to change. More potentially volatile behaviors, the dominator and despicable member, are best addressed with a carefully drawn conflict management strategy.