Group Process and Meetings

  • Claire B. Halverson
Part of the Advances in Group Decision and Negotiation book series (AGDN, volume 3)

In any culture or organization there may be effective or ineffective meetings. There often are individual perspectives on what happened during a meeting and how effective it was, as illustrated by the quote above. It is not unusual to find subgroups of people rehashing a meeting after it has ended, offering criticisms they did not voice during the meeting. Although at the meeting the discussion addressed the content of such issues as problems to be solved, work to be coordinated, or progress on projects, team members were most likely also noticing the process of how discussions were conducted.

Many teams do not overtly discuss the process that is used to accomplish a task. Particularly in multicultural teams, where there are differing beliefs, assumptions, and values that impact how people behave and how they think others should behave, it is important to be aware of group process. Those who are aware of the process may then be able to intervene to improve the group’s effectiveness. This will help move covert processes to more overt and intentional ones. This chapter will discuss principal components of small-group process: leadership, communication, conflict, and problem solving. The four chapters that follow will each focus on one of these components.

The chapter will also discuss roles and behaviors of team members, and describe procedures for effective team meetings.

Keywords

Expense Posit Rosen Meso Stake 

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Copyright information

© Springer Science + Business Media B.V 2008

Authors and Affiliations

  • Claire B. Halverson
    • 1
  1. 1.School for International TrainingBrattleboroUSA

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