Understanding Human Communication

306 PART THREE COMMUNICATION IN GROUPS
hesive groups have greater control over the behavior of their members. 21 With
characteristics like these,it’s no surprise that highly cohesive groups have the potential
to be productive. In fact, one study revealed that cohesiveness proved to
be the best predictor of a group’s performance, both initially and over time. 22
Despite its advantages, cohesiveness is no guarantee of success: If the group
is united in supporting unproductive norms, members will feel close but won’t
get the job done. For example, consider members of a group of employees who
have a boss they think is incompetent and unfair. They might grow quite cohesive
in their opposition to the perceived tyranny, spending hours after (or during)
work swapping complaints. They might even organize protests,work slowdowns,
grievances to their union, or mass resignations. All these responses would boost
cohesiveness,but they would not necessarily make the company more successful
nor help the employees.
Research has disclosed a curvilinear relationship between cohesiveness and
productivity: Up to a certain point, productivity increases as group members become
a unified team. Beyond this point, however, the mutual attraction members
feel for one another begins to interfere with the group’s efficient functioning.
Members may enjoy one another’s company, but this enjoyment can keep
them from focusing on the job at hand.
The goal, then, is to boost cohesiveness in a way that also helps get the job
done.There are eight factors that can bring about these goals.
1. Shared or Compatible Goals People draw closer when they share a similar
aim or when their goals can be mutually satisfied. For example, members
of a conservation group might have little in common until a part of the
countryside they all value is threatened by development. Some members
might value the land because of its beauty; others, because it provides a
place to hunt or fish;and still others,because the nearby scenery increases the
value of their property;but as long as their goals are compatible,this collection
of individuals will find that a bond exists that draws them together.
2. Progress toward These Goals While a group is making progress,members
feel highly cohesive; when progress stops, cohesiveness decreases. All other
things being equal, players on an athletic team feel closest when the team is
winning. During extended losing streaks, it is likely that players will feel less
positive about the team and less willing to identify themselves as members
of the group.
3. Shared Norms and Values Although successful groups will tolerate and
even thrive on some differences in members’attitudes and behavior,wide variation
in the group’s definition of what actions or beliefs are proper will reduce
cohesiveness. If enough members hold different ideas of what behavior is
acceptable,the group is likely to break up.Disagreements over values or norms
can fall into many areas, such as humor, finance, degree of candor, and proportion
of time allotted to work and play.
4. Lack of Perceived Threat between Members Cohesive group members
see no threat to their status, dignity, and material or emotional well-being.
When such interpersonal threats do occur,they can be very destructive.Often
competition arises within groups, and as a result members feel threatened.
Sometimes there is a struggle over who will be the nominal leader. At other
times, members view others as wanting to take over a functional role (prob-