what is the part of speech for problem solving

What part of speech is “problem”

Learn all the parts of speech for different words and understand how to use them in the English language

Definition :

The noun ‘problem’ is used to describe a situation or a process that is difficult to solve.

it is typically used immediately after adjectives such as ‘big’, ‘small’, ‘difficult’, or ‘complex’ to describe the problem. When introducing a problem it is often used as a countable noun (e.g., 'The problem is…').' It is often preceded by phrases such as ‘the issue’, ‘the problem’ or ‘the dilemma’.

1. 'The biggest problem facing our society today is environmental pollution.'

2. 'We have to find a solution to this problem soon.'

3. 'This problem is more complex than we thought.'

common mistakes include incorrect usage of the article when referring to the problem (e.g. ‘A problem is…’), as well as incorrect usage of the verb associated with the problem. For example, instead of ‘solve the problem’, one should use ‘solve the issue’ or ‘solve the dilemma’.

when 'problem' is used in an adjectival capacity, it typically describes something related to or associated with a problem or difficulty.

The company is addressing its problem-solving capabilities.

He has a problem-child reputation in the classroom.

The project is in a problem-area due to budget constraints.

When 'problem' is used as part of a compound adjective before a noun, it's typically hyphenated, as in 'problem-solving skills' or 'problem-area.' It's essential to differentiate between the noun and compound adjectival uses. For instance, 'This is a problem' (noun) vs. 'problem-solving techniques' (compound adjective).

Learn words and related parts of speech through practical exercises

Learn more about parts of speech.

Problem Solution Speech Topics, Outline & Examples

The problem solution speech is a type of informative speech that enumerates various problems and provides possible solutions to those problems.

If you have been asked to give such a speech, your goal should be to explain the problem and provide realistic and achievable suggestions to address it. In most cases, problem solution speeches are given with the hope that the audience will be inspired to do something about the problems that they are facing.

There are many pressing issues in society today that could be considered ripe material for a problem solution speech. For example, racism, sexism, homophobia, ableism, and ageism are all major social problems that need to be addressed.

Of course, you can’t just pick any old problem and start talking about it – you need to make sure that your topic is something that your audience will actually care about and be interested in hearing.

Problem-Solution Speech Outline

The key to delivering an effective problem-solution speech is to develop an outline and a step-by-step plan that will help focus on different parts of your speech.

Here is a basic outline that you can use for your problem-solution speech:

Introduction

Introduce yourself and give a brief overview of the problem that you will be discussing. This is also where you will need to state your thesis – that is, what solution you think is best for the problem.

Make sure that you are concise and to the point – you don’t want to give your audience too much information, as they will likely tune out if you do.

Thesis/Statement of the problem

Explain what the problem is that you will be discussing. This is where you will need to do your research and really dig into the details of the issue so it is interesting and your speech has gravity.

Also, make sure that your problem is something that can actually be solved – there is no point in discussing a problem if there is no possible solution.

Cause/Effect

Discuss the causes of the problem and the effects that it has on different people or groups. This is where you will really start to get into the nitty-gritty of your topic and show your audience that you understand the issue at hand.

Make sure to back up any claims that you make with research or data so that your speech is credible. Use attention getters to hook your audience and keep them interested.

Potential solutions

This is the meat of your problem-solution speech. Discuss different potential solutions to the problem and explain why you think they would be effective.

Again, make sure to back up your claims with research or data so that your audience knows that you have thoughtfully considered the issue and possible solutions. Keep it realistic – don’t propose a solution that is impossible to achieve.

Call to action

You have now armed your audience with the knowledge of the problem and potential solutions – now what? You will need to challenge your audience to actually do something about the issue.

This could be something as simple as signing a petition or donating to a cause, or it could be something more ambitious like starting a new organization or campaign. Whatever you choose, make sure it is achievable and that your audience knows how they can take action.

Use the outline above to tailor the specifics of your speech to fit your particular audience and situation and deliver an effective problem-solution speech.

Problem-Solution Presentation Techniques

Once you have your outline ready, it’s time to start working on your delivery. Here are some tips to keep in mind as you prepare your problem-solution speech:

• Be passionate : This is not the time for a dry, academic approach. You need to be enthusiastic about the issue at hand and really sell your audience on why they should care.
• Be clear : Make sure that your audience understands the problem and potential solutions. Use straightforward language and avoid jargon.
• Be concise : Remember, you only have a limited amount of time to make your case. Get to the point and don’t ramble.
• Use stories : A personal story or anecdote can be a powerful way to connect with your audience and make your speech more relatable.
• Use visuals : Visual aids can be a great way to engage your audience and break up your speech. Just make sure that they are clear and easy to understand.
• Practice, practice, practice : The only way to get comfortable with delivering a problem-solution speech is to practice it as much as you can. So get in front of a mirror, or even better, ask a friend or family member to listen to you and give feedback. The more you practice, the more confident you will be and overcome your fear of public speaking .

Problem-Solution Speech Topics

1. How can we make sure that all animals are treated humanely?

2. What are the most important things to keep in mind when it comes to animal welfare?

3. How can we make sure that all animals have access to proper care and shelter?

4. Why should we care about animal rights?

5. Why is wildlife conservation important?

6. Why animal testing is cruel?

7. Why should the exotic pet trade be stopped?

9. What can we do about the food industry and mass animal killing?

1. How can we make sure that our technology is accessible to everyone?

2. What are the most important things to keep in mind when using social media?

3. How can we make sure that our online information is safe and secure?

4. What should we do about cyberbullying?

6. How can we make sure that our technology is sustainable?

7. What are the most important things to keep in mind when using new technology?

8. How can we make sure that our technology is user-friendly?

9. What should we do about outdated technology?

10. How can we make sure that our technology is accessible to people with disabilities?

11. What are the most important things to keep in mind when using technology in the classroom?

12. How can we make sure that our technology is used for good and not for evil?

13. What should we do about the digital divide?

14. How can we make sure that our technology is used responsibly?

15. What should we do about the growing problem of e-waste?

16. What are the most important things to keep in mind when using technology in the workplace?

17. What should we do about the increasing dependence on technology?

Relationships

1. How can we improve communication in relationships?

2. What are the biggest problems faced by long-distance relationships?

3. How can we make sure that our relationships are built on trust?

4. What causes jealousy in relationships and how can it be overcome?

5. When is it time to end a relationship?

6. How can we deal with infidelity in a relationship?

7. How can we make sure that our relationships are healthy and balanced?

8. What causes arguments in relationships and how can they be resolved?

9. What are the most important things to keep in mind when raising a family?

10. How can single parents make sure that their children are getting the attention they need?

11. What effect does social media have on relationships?

12. How can we make sure that our relationship with our parents is healthy and supportive?

13. What should we do when our friends or family get into a toxic relationship?

14. How can we deal with envy or jealousy within our friendships?

15. How can we deal with a friend or family member who is going through a tough break-up?

16. How can new relationships be started off on the right foot?

17. What are the most important things to keep in mind when moving in with a partner?

18. What should we do when our relationship starts to fizzle out?

19. How can we deal with the death of a loved one?

20. How can therapy help us improve our relationships?

Social Issues

1. How can we make sure that everyone has access to clean water?

2. What are the most important things to keep in mind when it comes to food security?

3. How can we make sure that all children have access to education?

4. What are the most effective ways of helping people who are homeless?

5. How can we make sure that everyone has access to healthcare?

6. What are the most effective ways of combating climate change?

7. How can we make sure that our cities are sustainable?

8. What are the most important things to keep in mind when it comes to transportation?

9. How can we make sure that our economy is fair and just?

10. What are the most important things to keep in mind when it comes to social inequality?

11. How can we make sure that our government is effective and efficient?

12. What are the most important things to keep in mind when it comes to voting?

13. How can we make sure that our media is responsible and ethical?

14. What are the most important things to keep in mind when it comes to privacy?

15. How can we make sure that our technology is used responsibly?

16. What are the most important things to keep in mind when it comes to security?

17. How can we make sure that our world is peaceful?

18. What are the most important things to keep in mind when it comes to human rights?

19. How can we make sure that our world is sustainable?

20. What are the most important things to keep in mind when it comes to the environment?

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Public Speaking Tips & Speech Topics

Problem-Solution Speech [Topics, Outline, Examples]

Jim Peterson has over 20 years experience on speech writing. He wrote over 300 free speech topic ideas and how-to guides for any kind of public speaking and speech writing assignments at My Speech Class.

In this article:

Problem-Solution Outline

Problem-solution examples, criminal justice, environment, relationships, teen issues.

What to include in your problem-solution speech or essay?

Problem-solution papers employ a nonfiction text structure, and typically contain the following elements:

Introduction: Introduce the problem and explain why the audience should be concerned about it.

Cause/Effect : Inform the audience on what causes the problem. In some cases, you may also need to take time to dispel common misconceptions people have about the real cause.

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Thesis Statement: The thesis typically lays out the problem and solution in the form of a question and answer. See examples below.

Solution : Explain the solution clearly and in detail, your problem-solving strategy, and reasons why your solution will work. In this section, be sure to answer common objections, such as “there is a better solution,” “your solution is too costly,” and “there are more important problems to solve.”

Call to Action: Summarize the problem and solution, and paint a picture of what will happen if your final solution is adopted. Also, let the reader know what steps they should take to help solve the problem.

These are the most used methods of developing and arranging:

Problem Solution Method Recommended if you have to argue that there is a social and current issue at stake and you have convince the listeners that you have the best solution. Introduce and provide background information to show what is wrong now.

List the best and ideal conditions and situations. Show the options. Analyze the proper criteria. And present your plan to solve the not wanted situation.

Problem Cause Solution Method Use this pattern for developing and identifying the source and its causes.

Analyze the causes and propose elucidations to the causes.

Problem Cause-Effect Method Use this method to outline the effects of the quandary and what causes it all. Prove the connection between financial, political, social causes and their effects.

Comparative Advantage Method Use this organizational public speaking pattern as recommendation in case everyone knows of the impasse and the different fixes and agrees that something has to be done.

Here are some examples of problems you could write about, with a couple of potential solutions for each one:

Marriage Problem: How do we reduce the divorce rate?

Solution 1: Change the laws to make it more difficult for couples to divorce.

Solution 2: Impose a mandatory waiting period on couples before they can get married.

Environmental Problem: What should we do to reduce the level of carbon dioxide in the atmosphere?

Solution 1: Use renewable energy to fuel your home and vehicles.

Solution 2: Make recycling within local communities mandatory.

Technical Problem: How do we reduce Windows error reporting issues on PCs?

Solution 1: Learn to use dialogue boxes and other command prompt functions to keep your computer system clean.

Solution 2: Disable error reporting by making changes to the registry.

Some of the best problems to write about are those you have personal experience with. Think about your own world; the town you live in, schools you’ve attended, sports you’ve played, places you’ve worked, etc. You may find that you love problem-solution papers if you write them on a topic you identify with. To get your creativity flowing, feel free to browse our comprehensive list of problem-solution essay and paper topics and see if you can find one that interests you.

Problem-Solution Topics for Essays and Papers

• How do we reduce murder rates in the inner cities?
• How do we stop police brutality?
• How do we prevent those who are innocent from receiving the death penalty?
• How do we deal with the problem of gun violence?
• How do we stop people from driving while intoxicated?
• How do we prevent people from texting while driving?
• How do we stop the growing child trafficking problem?
• What is the best way to deal with domestic violence?
• What is the best way to rehabilitate ex-cons?
• How do we deal with the problem of overcrowded prisons?
• How do we reduce binge drinking on college campuses?
• How do we prevent sexual assaults on college campuses?
• How do we make college tuition affordable?
• What can students do to get better grades in college?
• What is the best way for students to effectively balance their classes, studies, work, and social life?
• What is the best way for college students to deal with a problem roommate?
• How can college students overcome the problem of being homesick?
• How can college students manage their finances more effectively?
• What is the best way for college students to decide on a major?
• What should be done about the problem of massive student loan debts?
• How do we solve the global debt crisis?
• How do we keep countries from employing child labor?
• How do we reduce long-term unemployment?
• How do we stop businesses from exploiting consumers?
• How do we reduce inflation and bring down the cost of living?
• How do we reduce the home foreclosure rate?
• What should we do to discourage consumer debt?
• What is the best way to stimulate economic growth?
• How do we lower the prime cost of manufacturing raw materials?
• How can book retailers deal with rising bookseller inventory costs and stay competitive with online sellers?
• How do we prevent kids from cheating on exams?
• How do we reduce the illiteracy rate?
• How do we successfully integrate English as a Second Language (ESL) students into public schools?
• How do we put an end to the problem of bullying in schools?
• How do we effectively teach students life management skills?
• How do we give everyone access to a quality education?
• How do we develop a system to increase pay for good teachers and get rid of bad ones?
• How do we teach kids to problem solve?
• How should schools deal with the problem of disruptive students?
• What can schools do to improve reading comprehension on standardized test scores?
• What is the best way to teach sex education in public schools?
• How do we teach students to recognize a noun clause?
• How do we teach students the difference between average speed and average velocity?
• How do we teach math students to use sign charts?
• How can we make public education more like the Webspiration Classroom?
• How do we stop pollution in major population centers?
• How do we reduce the negative effects of climate change?
• How do we encourage homeowners to lower their room temperature in the winter to reduce energy consumption?
• What is the best way to preserve our precious natural resources?
• How do we reduce our dependence on fossil fuels?
• What is the best way to preserve the endangered wildlife?
• What is the best way to ensure environmental justice?
• How can we reduce the use of plastic?
• How do we make alternative energy affordable?
• How do we develop a sustainable transportation system?
• How can we provide quality health care to all our citizens?
• How do we incentivize people to stop smoking?
• How do we address the growing doctor shortage?
• How do we curb the growing obesity epidemic?
• How do we reduce dependence on prescription drugs?
• How do we reduce consumption of harmful substances like phosphoric acid and acetic acid?
• How can we reduce the number of fatal hospital errors?
• How do we handle the health costs of people living longer?
• How can we encourage people to live healthier lifestyles?
• How do we educate consumers on the risk of laxatives like magnesium hydroxide?
• How do we end political corruption?
• How do we address the problem of election fraud?
• What is the best way to deal with rogue nations that threaten our survival?
• What can our leaders do to bring about world peace?
• How do we encourage students to become more active in the political process?
• What can be done to encourage bipartisanship?
• How can we prevent terrorism?
• How do we protect individual privacy while keeping the country safe?
• How can we encourage better candidates to run for office?
• How do we force politicians to live by the rules they impose on everyone else?
• What is the best way to get out of a bad relationship?
• How do we prevent cyberbullying?
• What is the best solution for depression?
• How do you find out where you stand in a relationship?
• What is the best way to help people who make bad life choices?
• How can we learn to relate to people of different races and cultures?
• How do we discourage humans from using robots as a substitute for relationships?
• What is the best way to deal with a long-distance relationship?
• How do we eliminate stereotypical thinking in relationships?
• How do you successfully navigate the situation of dating a co-worker?
• How do we deal with America’s growing drug problem?
• How do we reduce food waste in restaurants?
• How do we stop race and gender discrimination?
• How do we stop animal cruelty?
• How do we ensure that all citizens earn a livable wage?
• How do we end sexual harassment in the workplace?
• How do we deal with the water scarcity problem?
• How do we effectively control the world’s population?
• How can we put an end to homelessness?
• How do we solve the world hunger crisis?
• How do we address the shortage of parking spaces in downtown areas?
• How can our cities be made more bike- and pedestrian-friendly?
• How do we balance the right of free speech and the right not to be abused?
• How can we encourage people to use public transportation?
• How do we bring neighborhoods closer together?
• How can we eliminate steroid use in sports?
• How do we protect players from serious injuries?
• What is the best way to motivate young athletes?
• What can be done to drive interest in local sports?
• How do players successfully prepare for a big game or match?
• How should the revenue from professional sports be divided between owners and players?
• What can be done to improve local sports venues?
• What can be done to ensure parents and coaches are not pushing kids too hard in sports?
• How can student athletes maintain high academic standards while playing sports?
• What can athletes do to stay in shape during the off-season?
• How do we reduce teen pregnancy?
• How do we deal with the problem of teen suicide?
• How do we keep teens from dropping out of high school?
• How do we train teens to be safer drivers?
• How do we prevent teens from accessing pornography on the Internet?
• What is the best way to help teens with divorced parents?
• How do we discourage teens from playing violent video games?
• How should parents handle their teens’ cell phone and social media use?
• How do we prepare teens to be better workers?
• How do we provide a rational decision-making model for teens?
• How do we keep companies from mining our private data online and selling it for profit?
• How do we prevent artificial intelligence robots from taking over society?
• How do we make high-speed internet accessible in rural areas?
• How do we stop hackers from breaking into our systems and networks?
• How do we make digital payments more secure?
• How do we make self-driving vehicles safer?
• What is the best way to improve the battery life of mobile devices?
• How can we store energy gleaned from solar and wind power?
• What is the best way to deal with information overload?
• How do we stop computer makers from pre-installing Internet Explorer?

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The 8 Parts of Speech: Examples and Rules

​​Every word in English can be classified as one of eight parts of speech. The term part of speech refers to the role a word plays in a sentence. And like in any workplace or on any TV show with an ensemble cast, these roles were designed to work together.

Read on to learn about the different parts of speech that the words we use every day fall into, and how we use them together to communicate ideas clearly.

Here’s a tip: Want to make sure your writing shines? Grammarly can check your spelling and save you from grammar and punctuation mistakes. It even proofreads your text, so your work is extra polished wherever you write.

Your writing, at its best Grammarly helps you communicate confidently Write with Grammarly

The 8 parts of speech

A noun is a word that names a person, place, concept, or object. Basically, anything that names a “thing” is a noun, whether you’re talking about a basketball court , San Francisco , Cleopatra , or self-preservation .

Nouns fall into two categories: common nouns and proper nouns. Common nouns are general names for things, like planet and game show . Proper nouns are names or titles for specific things, like Jupiter and Jeopardy!

>> Read more about nouns

Pronouns are words you substitute for specific nouns when the reader or listener already knows which specific noun you’re referring to.

You might say, “Jennifer was supposed to be here at eight,” then follow it with “ She’s always late; next time I’ll tell her to be here a half hour earlier.”

Instead of saying Jennifer’s name three times in a row, you substituted she and her, and your sentences remained grammatically correct. Pronouns are divided into a number of categories, and we cover them all in our guide to pronouns:

>> Read more about pronouns

3 Adjectives

Adjectives are the words that describe nouns. Think about your favorite movie. How would you describe it to a friend who’s never seen it?

You might say the movie was funny , engaging , well-written , or suspenseful . When you’re describing the movie with these words, you’re using adjectives. An adjective can go right before the noun it’s describing (“I have a black dog”), but it doesn’t have to. Sometimes, adjectives are at the end of a sentence (“My dog is black ”).

>> Read more about adjectives

Go ! Be amazing! Run as fast as you can! Win the race! Congratulate every participant who put in the work and competed !

Those bolded words are verbs. Verbs are words that describe specific actions, like running , winning , and being amazing.

Not all verbs refer to literal actions, though. Verbs that refer to feelings or states of being, like to love and to be , are known as nonaction verbs . Conversely, the verbs that do refer to literal actions are known as action verbs .

>> Read more about verbs

An adverb is a word that describes an adjective, a verb, or another adverb. I entered the room quietly .

Quietly is describing how you entered (verb) the room.

A cheetah is always faster than a lion.

Always is describing how frequently a cheetah is faster (adjective) than a lion.

>> Read more about adverbs

6 Prepositions

Prepositions tell you the relationships between other words in a sentence.

You might say, “I left my bike leaning against the garage.” In this sentence, against is the preposition because it tells us where you left your bike.

Here’s another example: “She put the pizza in the oven.” Without the preposition in , we don’t know where the pizza is.

>> Read more about prepositions

7 Conjunctions

Conjunctions make it possible to build complex sentences that express multiple ideas.

“I like marinara sauce. I like alfredo sauce. I don’t like puttanesca sauce.” Each of these three sentences expresses a clear idea. There’s nothing wrong with listing your preferences like this, but it’s not the most efficient way to do it.

Consider instead: “I like marinara sauce and alfredo sauce, but I don’t like puttanesca sauce.

In this sentence, and and but are the two conjunctions that link your ideas together.

>> Read more about conjunctions

A pear. The brick house. An exciting experience. These bolded words are known as articles.

Articles come in two flavors: definite articles and indefinite articles . And similarly to the two types of nouns, the type of article you use depends on how specific you need to be about the thing you’re discussing.

A definite article, like the or this, describes one specific noun.

Did you buy the car?

From the above sentence, we understand that the speaker is referring to a specific previously discussed car.

Now swap in an indefinite article:

Did you buy a car?

See how the implication that you’re referring back to something specific is gone, and you’re asking a more general question?

>> Read more about articles

Figuring out parts of speech

Sometimes, it’s not easy to tell which part of speech a word is. Here are a few easy hacks for quickly figuring out what part of speech you’re dealing with:

• If it’s an adjective plus the ending – ly , it’s an adverb . Examples: commonly , quickly .
• If you can swap it out for a noun and the sentence still makes sense, it’s a pronoun . Example: “ He played basketball.” / “ Steve played basketball.”
• If it’s something you do and you can modify the sentence to include the word do , it’s a verb . Example: “I have an umbrella.” / “I do have an umbrella.”
• If you can remove the word and the sentence still makes sense but you lose a detail, the word is most likely an adjective . Example: “She drives a red van.” / “She drives a van.”

And if you’re ever really stumped, just look the word up. Dictionaries typically list a word’s part of speech in its entry, and if it has multiple forms with different parts of speech, they are all listed, with examples.

That brings us to another common issue that can confuse writers and language learners.

When a word can be different parts of speech

Just like y is sometimes a vowel and sometimes a consonant , there are words that are sometimes one part of speech and other times another. Here are a few examples:

• “I went to work ” (noun).
• “I work in the garden” (verb).
• “She paints very well ” (adverb).
• “They are finally well now, after weeks of illness” (adjective).
• “I dropped a penny into the well ” (noun).
• “ I cooked breakfast and lunch, but Steve cooked dinner” (conjunction).
• “I brought everything but the pens you asked for” (preposition).

And sometimes, words evolve to add forms that are new parts of speech. One recent example is the word adult . Before the 2010s, adult was primarily a noun that referred to a fully grown person. It could also be used as an adjective to refer to specific types of media, like adult contemporary music. But then, at right about the turn of the 2010s, the word adulting , a brand-new verb, appeared in the internet lexicon. As a verb, adulting refers to the act of doing tasks associated with adulthood, like paying bills and grocery shopping.

Open and closed word classes

The parts of speech fall into two word classes : open and closed .

The open word classes are the parts of speech that regularly acquire new words. Language evolves, and usually, that evolution takes place in nouns, adjectives, adverbs, and verbs. In 2022, new words added to the Merriam-Webster dictionary included dumbphone (noun), greenwash (verb), and cringe (adjective).

The closed word classes are the parts of speech that don’t readily acquire new words. These parts of speech are more set in stone and include pronouns, conjunctions, articles, and prepositions.

Are you using the parts of speech correctly?

You don’t have to guess whether you’re using certain words correctly or breaking grammar rules in your writing. Just copy and paste your writing and get instant feedback on whether your sentences have misspellings, punctuation errors, or any structural mistakes.

>> Write with Grammarly today

16.4 Problem Solving and Decision Making in Groups

Click below to play an audio file of this section of the chapter sponsored by the Women for OSU Partnering to Impact grant.

https://open.library.okstate.edu/app/uploads/sites/154/2021/05/SPCH-2713_Ch-16.4b-Nia-Sier.mp3

https://open.library.okstate.edu/app/uploads/sites/154/2021/05/SPCH-2713_Ch-16.4c-Nia-Sier.mp3

“Alone we are smart. Together, we are brilliant.” -Steven Anderson

Although the steps of problem solving and decision making that we will discuss next may seem obvious, we often don’t think to or choose not to use them. Instead, we start working on a problem and later realize we are lost and have to backtrack. I’m sure we’ve all reached a point in a project or task and had the “OK, now what?” moment. I’ve recently taken up some carpentry projects as a functional hobby, and I have developed a great respect for the importance of advanced planning. It’s frustrating to get to a crucial point in building or fixing something only to realize that you have to unscrew a support board that you already screwed in, have to drive back to the hardware store to get something that you didn’t think to get earlier, or have to completely start over. In this section, we will discuss the group problem-solving process, methods of decision making, and influences on these processes.

Group Problem Solving

The problem-solving process involves thoughts, discussions, actions, and decisions that occur from the first consideration of a problematic situation to the goal. The problems that groups face are varied, but some common problems include budgeting funds, raising funds, planning events, addressing customer or citizen complaints, creating or adapting products or services to fit needs, supporting members, and raising awareness about issues or causes.

Problems of all sorts have three common components (Adams & Galanes, 2009):

• An undesirable situation. When conditions are desirable, there isn’t a problem.
• A desired situation. Even though it may only be a vague idea, there is a drive to better the undesirable situation. The vague idea may develop into a more precise goal that can be achieved, although solutions are not yet generated.
• Obstacles between undesirable and desirable situation. These are things that stand in the way between the current situation and the group’s goal of addressing it. This component of a problem requires the most work, and it is the part where decision making occurs. Some examples of obstacles include limited funding, resources, personnel, time, or information. Obstacles can also take the form of people who are working against the group, including people resistant to change or people who disagree.

Discussion of these three elements of a problem helps the group tailor its problem-solving process, as each problem will vary. While these three general elements are present in each problem, the group should also address specific characteristics of the problem. Five common and important characteristics to consider are task difficulty, number of possible solutions, group member interest in problem, group member familiarity with problem, and the need for solution acceptance (Adams & Galanes, 2009).

• Task difficulty. Difficult tasks are also typically more complex. Groups should be prepared to spend time researching and discussing a difficult and complex task in order to develop a shared foundational knowledge. This typically requires individual work outside of the group and frequent group meetings to share information.
• Number of possible solutions. There are usually multiple ways to solve a problem or complete a task, but some problems have more potential solutions than others. Figuring out how to prepare a beach house for an approaching hurricane is fairly complex and difficult, but there are still a limited number of things to do—for example, taping and boarding up windows; turning off water, electricity, and gas; trimming trees; and securing loose outside objects. Other problems may be more creatively based. For example, designing a new restaurant may entail using some standard solutions but could also entail many different types of innovation with layout and design.
• Group member interest in problem. When group members are interested in the problem, they will be more engaged with the problem-solving process and invested in finding a quality solution. Groups with high interest in and knowledge about the problem may want more freedom to develop and implement solutions, while groups with low interest may prefer a leader who provides structure and direction.
• Group familiarity with problem. Some groups encounter a problem regularly, while other problems are more unique or unexpected. A family who has lived in hurricane alley for decades probably has a better idea of how to prepare its house for a hurricane than does a family that just recently moved from the Midwest. Many groups that rely on funding have to revisit a budget every year, and in recent years, groups have had to get more creative with budgets as funding has been cut in nearly every sector. When group members aren’t familiar with a problem, they will need to do background research on what similar groups have done and may also need to bring in outside experts.
• Need for solution acceptance. In this step, groups must consider how many people the decision will affect and how much “buy-in” from others the group needs in order for their solution to be successfully implemented. Some small groups have many stakeholders on whom the success of a solution depends. Other groups are answerable only to themselves. When a small group is planning on building a new park in a crowded neighborhood or implementing a new policy in a large business, it can be very difficult to develop solutions that will be accepted by all. In such cases, groups will want to poll those who will be affected by the solution and may want to do a pilot implementation to see how people react. Imposing an excellent solution that doesn’t have buy-in from stakeholders can still lead to failure.

Group Problem-Solving Process

There are several variations of similar problem-solving models based on US American scholar John Dewey’s reflective thinking process (Bormann & Bormann, 1988). As you read through the steps in the process, think about how you can apply what we learned regarding the general and specific elements of problems. Some of the following steps are straightforward, and they are things we would logically do when faced with a problem. However, taking a deliberate and systematic approach to problem solving has been shown to benefit group functioning and performance. A deliberate approach is especially beneficial for groups that do not have an established history of working together and will only be able to meet occasionally. Although a group should attend to each step of the process, group leaders or other group members who facilitate problem solving should be cautious not to dogmatically follow each element of the process or force a group along. Such a lack of flexibility could limit group member input and negatively affect the group’s cohesion and climate.

Step 1: Define the Problem

Define the problem by considering the three elements shared by every problem: the current undesirable situation, the goal or more desirable situation, and obstacles in the way (Adams & Galanes, 2009). At this stage, group members share what they know about the current situation, without proposing solutions or evaluating the information. Here are some good questions to ask during this stage: What is the current difficulty? How did we come to know that the difficulty exists? Who/what is involved? Why is it meaningful/urgent/important? What have the effects been so far? What, if any, elements of the difficulty require clarification? At the end of this stage, the group should be able to compose a single sentence that summarizes the problem called a problem statement . Avoid wording in the problem statement or question that hints at potential solutions. A small group formed to investigate ethical violations of city officials could use the following problem statement: “Our state does not currently have a mechanism for citizens to report suspected ethical violations by city officials.”

Step 2: Analyze the Problem

During this step a group should analyze the problem and the group’s relationship to the problem. Whereas the first step involved exploring the “what” related to the problem, this step focuses on the “why.” At this stage, group members can discuss the potential causes of the difficulty. Group members may also want to begin setting out an agenda or timeline for the group’s problem-solving process, looking forward to the other steps. To fully analyze the problem, the group can discuss the five common problem variables discussed before. Here are two examples of questions that the group formed to address ethics violations might ask: Why doesn’t our city have an ethics reporting mechanism? Do cities of similar size have such a mechanism? Once the problem has been analyzed, the group can pose a problem question that will guide the group as it generates possible solutions. “How can citizens report suspected ethical violations of city officials and how will such reports be processed and addressed?” As you can see, the problem question is more complex than the problem statement, since the group has moved on to more in-depth discussion of the problem during step 2.

Step 3: Generate Possible Solutions

During this step, group members generate possible solutions to the problem. Again, solutions should not be evaluated at this point, only proposed and clarified. The question should be what could we do to address this problem, not what should we do to address it. It is perfectly OK for a group member to question another person’s idea by asking something like “What do you mean?” or “Could you explain your reasoning more?” Discussions at this stage may reveal a need to return to previous steps to better define or more fully analyze a problem. Since many problems are multifaceted, it is necessary for group members to generate solutions for each part of the problem separately, making sure to have multiple solutions for each part. Stopping the solution-generating process prematurely can lead to groupthink. For the problem question previously posed, the group would need to generate solutions for all three parts of the problem included in the question. Possible solutions for the first part of the problem (How can citizens report ethical violations?) may include “online reporting system, e-mail, in-person, anonymously, on-the-record,” and so on. Possible solutions for the second part of the problem (How will reports be processed?) may include “daily by a newly appointed ethics officer, weekly by a nonpartisan nongovernment employee,” and so on. Possible solutions for the third part of the problem (How will reports be addressed?) may include “by a newly appointed ethics commission, by the accused’s supervisor, by the city manager,” and so on.

Step 4: Evaluate Solutions

During this step, solutions can be critically evaluated based on their credibility, completeness, and worth. Once the potential solutions have been narrowed based on more obvious differences in relevance and/or merit, the group should analyze each solution based on its potential effects—especially negative effects. Groups that are required to report the rationale for their decision or whose decisions may be subject to public scrutiny would be wise to make a set list of criteria for evaluating each solution. Additionally, solutions can be evaluated based on how well they fit with the group’s charge and the abilities of the group. To do this, group members may ask, “Does this solution live up to the original purpose or mission of the group?” and “Can the solution actually be implemented with our current resources and connections?” and “How will this solution be supported, funded, enforced, and assessed?” Secondary tensions and substantive conflict, two concepts discussed earlier, emerge during this step of problem solving, and group members will need to employ effective critical thinking and listening skills.

Decision making is part of the larger process of problem solving and it plays a prominent role in this step. While there are several fairly similar models for problem solving, there are many varied decision-making techniques that groups can use. For example, to narrow the list of proposed solutions, group members may decide by majority vote, by weighing the pros and cons, or by discussing them until a consensus is reached. Once the final decision is reached, the group leader or facilitator should confirm that the group is in agreement. It may be beneficial to let the group break for a while or even to delay the final decision until a later meeting to allow people time to evaluate it outside of the group context.

Step 5: Implement and Assess the Solution

Implementing the solution requires some advanced planning, and it should not be rushed unless the group is operating under strict time restraints or delay may lead to some kind of harm. Although some solutions can be implemented immediately, others may take days, months, or years. As was noted earlier, it may be beneficial for groups to poll those who will be affected by the solution as to their opinion of it or even to do a pilot test to observe the effectiveness of the solution and how people react to it. Before implementation, groups should also determine how and when they would assess the effectiveness of the solution by asking, “How will we know if the solution is working or not?” Since solution assessment will vary based on whether or not the group is disbanded, groups should also consider the following questions: If the group disbands after implementation, who will be responsible for assessing the solution? If the solution fails, will the same group reconvene or will a new group be formed?

Certain elements of the solution may need to be delegated out to various people inside and outside the group. Group members may also be assigned to implement a particular part of the solution based on their role in the decision making or because it connects to their area of expertise. Likewise, group members may be tasked with publicizing the solution or “selling” it to a particular group of stakeholders. Last, the group should consider its future. In some cases, the group will get to decide if it will stay together and continue working on other tasks or if it will disband. In other cases, outside forces determine the group’s fate.

“None of us is as smart as all of us.” -Ken Blanchard

Decision making in groups.

We all engage in personal decision making daily, and we all know that some decisions are more difficult than others. When we make decisions in groups, we face some challenges that we do not face in our personal decision making, but we also stand to benefit from some advantages of group decision making (Napier & Gershenfeld, 2004). Group decision making can appear fair and democratic but really only be a gesture that covers up the fact that certain group members or the group leader have already decided. Group decision making also takes more time than individual decisions and can be burdensome if some group members do not do their assigned work, divert the group with self-centered or unproductive role behaviors, or miss meetings. Conversely, though, group decisions are often more informed, since all group members develop a shared understanding of a problem through discussion and debate. The shared understanding may also be more complex and deep than what an individual would develop, because the group members are exposed to a variety of viewpoints that can broaden their own perspectives. Group decisions also benefit from synergy, one of the key advantages of group communication that we discussed earlier. Most groups do not use a specific method of decision making, perhaps thinking that they’ll work things out as they go. This can lead to unequal participation, social loafing, premature decisions, prolonged discussion, and a host of other negative consequences. So in this section we will learn some practices that will prepare us for good decision making and some specific techniques we can use to help us reach a final decision.

Brainstorming before Decision Making

Before groups can make a decision, they need to generate possible solutions to their problem. The most commonly used method is brainstorming, although most people don’t follow the recommended steps of brainstorming. As you’ll recall, brainstorming refers to the quick generation of ideas free of evaluation. The originator of the term brainstorming said the following four rules must be followed for the technique to be effective (Osborn, 1959):

• Evaluation of ideas is forbidden.
• Wild and crazy ideas are encouraged.
• Quantity of ideas, not quality, is the goal.
• New combinations of ideas presented are encouraged.

To make brainstorming more of a decision-making method rather than an idea-generating method, group communication scholars have suggested additional steps that precede and follow brainstorming (Cragan & Wright, 1991).

• Do a warm-up brainstorming session. Some people are more apprehensive about publicly communicating their ideas than others are, and a warm-up session can help ease apprehension and prime group members for task-related idea generation. The warm-up can be initiated by anyone in the group and should only go on for a few minutes. To get things started, a person could ask, “If our group formed a band, what would we be called?” or “What other purposes could a mailbox serve?” In the previous examples, the first warm up gets the group’s more abstract creative juices flowing, while the second focuses more on practical and concrete ideas.
• Do the actual brainstorming session. This session shouldn’t last more than thirty minutes and should follow the four rules of brainstorming mentioned previously. To ensure that the fourth rule is realized, the facilitator could encourage people to piggyback off each other’s ideas.
• Eliminate duplicate ideas. After the brainstorming session is over, group members can eliminate (without evaluating) ideas that are the same or very similar.
• Clarify, organize, and evaluate ideas. Before evaluation, see if any ideas need clarification. Then try to theme or group ideas together in some orderly fashion. Since “wild and crazy” ideas are encouraged, some suggestions may need clarification. If it becomes clear that there isn’t really a foundation to an idea and that it is too vague or abstract and can’t be clarified, it may be eliminated. As a caution though, it may be wise to not throw out off-the-wall ideas that are hard to categorize and to instead put them in a miscellaneous or “wild and crazy” category.

Discussion before Decision Making

The nominal group technique guides decision making through a four-step process that includes idea generation and evaluation and seeks to elicit equal contributions from all group members (Delbecq & Ven de Ven, 1971). This method is useful because the procedure involves all group members systematically, which fixes the problem of uneven participation during discussions. Since everyone contributes to the discussion, this method can also help reduce instances of social loafing. To use the nominal group technique, do the following:

• Silently and individually list ideas.
• Create a master list of ideas.
• Clarify ideas as needed.
• Take a secret vote to rank group members’ acceptance of ideas.

During the first step, have group members work quietly, in the same space, to write down every idea they have to address the task or problem they face. This shouldn’t take more than twenty minutes. Whoever is facilitating the discussion should remind group members to use brainstorming techniques, which means they shouldn’t evaluate ideas as they are generated. Ask group members to remain silent once they’ve finished their list so they do not distract others.

During the second step, the facilitator goes around the group in a consistent order asking each person to share one idea at a time. As the idea is shared, the facilitator records it on a master list that everyone can see. Keep track of how many times each idea comes up, as that could be an idea that warrants more discussion. Continue this process until all the ideas have been shared. As a note to facilitators, some group members may begin to edit their list or self-censor when asked to provide one of their ideas. To limit a person’s apprehension with sharing his or her ideas and to ensure that each idea is shared, I have asked group members to exchange lists with someone else so they can share ideas from the list they receive without fear of being personally judged.

During step three, the facilitator should note that group members can now ask for clarification on ideas on the master list. Do not let this discussion stray into evaluation of ideas. To help avoid an unnecessarily long discussion, it may be useful to go from one person to the next to ask which ideas need clarifying and then go to the originator(s) of the idea in question for clarification.

During the fourth step, members use a voting ballot to rank the acceptability of the ideas on the master list. If the list is long, you may ask group members to rank only their top five or so choices. The facilitator then takes up the secret ballots and reviews them in a random order, noting the rankings of each idea. Ideally, the highest ranked idea can then be discussed and decided on. The nominal group technique does not carry a group all the way through to the point of decision; rather, it sets the group up for a roundtable discussion or use of some other method to evaluate the merits of the top ideas.

Specific Decision-Making Techniques

Some decision-making techniques involve determining a course of action based on the level of agreement among the group members. These methods include majority, expert, authority, and consensus rule. Table 16.1 “Pros and Cons of Agreement-Based Decision-Making Techniques” reviews the pros and cons of each of these methods.

Majority rule is a commonly used decision-making technique in which a majority (one-half plus one) must agree before a decision is made. A show-of-hands vote, a paper ballot, or an electronic voting system can determine the majority choice. Many decision-making bodies, including the US House of Representatives, Senate, and Supreme Court, use majority rule to make decisions, which shows that it is often associated with democratic decision making, since each person gets one vote and each vote counts equally. Of course, other individuals and mediated messages can influence a person’s vote, but since the voting power is spread out over all group members, it is not easy for one person or party to take control of the decision-making process. In some cases—for example, to override a presidential veto or to amend the constitution—a super majority of two-thirds may be required to make a decision.

Minority rule is a decision-making technique in which a designated authority or expert has final say over a decision and may or may not consider the input of other group members. When a designated expert makes a decision by minority rule, there may be buy-in from others in the group, especially if the members of the group didn’t have relevant knowledge or expertise. When a designated authority makes decisions, buy-in will vary based on group members’ level of respect for the authority. For example, decisions made by an elected authority may be more accepted by those who elected him or her than by those who didn’t. As with majority rule, this technique can be time saving. Unlike majority rule, one person or party can have control over the decision-making process. This type of decision making is more similar to that used by monarchs and dictators. An obvious negative consequence of this method is that the needs or wants of one person can override the needs and wants of the majority. A minority deciding for the majority has led to negative consequences throughout history. The white Afrikaner minority that ruled South Africa for decades instituted apartheid, which was a system of racial segregation that disenfranchised and oppressed the majority population. The quality of the decision and its fairness really depends on the designated expert or authority.

Consensus rule is a decision-making technique in which all members of the group must agree on the same decision. On rare occasions, a decision may be ideal for all group members, which can lead to unanimous agreement without further debate and discussion. Although this can be positive, be cautious that this isn’t a sign of groupthink. More typically, consensus is reached only after lengthy discussion. On the plus side, consensus often leads to high-quality decisions due to the time and effort it takes to get everyone in agreement. Group members are also more likely to be committed to the decision because of their investment in reaching it. On the negative side, the ultimate decision is often one that all group members can live with but not one that’s ideal for all members. Additionally, the process of arriving at consensus also includes conflict, as people debate ideas and negotiate the interpersonal tensions that may result.

Influences on Decision Making

Many factors influence the decision-making process. For example, how might a group’s independence or access to resources affect the decisions they make? What potential advantages and disadvantages come with decisions made by groups that are more or less similar in terms of personality and cultural identities? In this section, we will explore how situational, personality, and cultural influences affect decision making in groups.

Situational Influences on Decision Making

A group’s situational context affects decision making. One key situational element is the degree of freedom that the group has to make its own decisions, secure its own resources, and initiate its own actions. Some groups have to go through multiple approval processes before they can do anything, while others are self-directed, self-governing, and self-sustaining. Another situational influence is uncertainty. In general, groups deal with more uncertainty in decision making than do individuals because of the increased number of variables that comes with adding more people to a situation. Individual group members can’t know what other group members are thinking, whether or not they are doing their work, and how committed they are to the group. So the size of a group is a powerful situational influence, as it adds to uncertainty and complicates communication.

Access to information also influences a group. First, the nature of the group’s task or problem affects its ability to get information. Group members can more easily make decisions about a problem when other groups have similarly experienced it. Even if the problem is complex and serious, the group can learn from other situations and apply what it learns. Second, the group must have access to flows of information. Access to archives, electronic databases, and individuals with relevant experience is necessary to obtain any relevant information about similar problems or to do research on a new or unique problem. In this regard, group members’ formal and information network connections also become important situational influences.

The origin and urgency of a problem are also situational factors that influence decision making. In terms of origin, problems usually occur in one of four ways:

• Something goes wrong. Group members must decide how to fix or stop something. Example—a firehouse crew finds out that half of the building is contaminated with mold and must be closed down.
• Expectations change or increase. Group members must innovate more efficient or effective ways of doing something. Example—a firehouse crew finds out that the district they are responsible for is being expanded.
• Something goes wrong and expectations change or increase. Group members must fix/stop and become more efficient/effective. Example—the firehouse crew has to close half the building and must start responding to more calls due to the expanding district.
• The problem existed from the beginning. Group members must go back to the origins of the situation and walk through and analyze the steps again to decide what can be done differently. Example—a firehouse crew has consistently had to work with minimal resources in terms of building space and firefighting tools.

In each of the cases, the need for a decision may be more or less urgent depending on how badly something is going wrong, how high the expectations have been raised, or the degree to which people are fed up with a broken system. Decisions must be made in situations ranging from crisis level to mundane.

Personality Influences on Decision Making

A long-studied typology of value orientations that affect decision making consists of the following types of decision maker: the economic, the aesthetic, the theoretical, the social, the political, and the religious (Spranger, 1928).

• The economic decision maker makes decisions based on what is practical and useful.
• The aesthetic decision maker makes decisions based on form and harmony, desiring a solution that is elegant and in sync with the surroundings.
• The theoretical decision maker wants to discover the truth through rationality.
• The social decision maker emphasizes the personal impact of a decision and sympathizes with those who may be affected by it.
• The political decision maker is interested in power and influence and views people and/or property as divided into groups that have different value.
• The religious decision maker seeks to identify with a larger purpose, works to unify others under that goal, and commits to a viewpoint, often denying one side and being dedicated to the other.

In the United States, economic, political, and theoretical decision making tend to be more prevalent decision-making orientations, which likely corresponds to the individualistic cultural orientation with its emphasis on competition and efficiency. But situational context, as we discussed before, can also influence our decision making.

The personalities of group members, especially leaders and other active members, affect the climate of the group. Group member personalities can be categorized based on where they fall on a continuum anchored by the following descriptors: dominant/submissive, friendly/unfriendly, and instrumental/emotional (Cragan & Wright, 1999). The more group members there are in any extreme of these categories, the more likely that the group climate will also shift to resemble those characteristics.

• Dominant versus submissive. Group members that are more dominant act more independently and directly, initiate conversations, take up more space, make more direct eye contact, seek leadership positions, and take control over decision-making processes. More submissive members are reserved, contribute to the group only when asked to, avoid eye contact, and leave their personal needs and thoughts unvoiced or give into the suggestions of others.
• Friendly versus unfriendly. Group members on the friendly side of the continuum find a balance between talking and listening, don’t try to win at the expense of other group members, are flexible but not weak, and value democratic decision making. Unfriendly group members are disagreeable, indifferent, withdrawn, and selfish, which leads them to either not invest in decision making or direct it in their own interest rather than in the interest of the group.
• Instrumental versus emotional. Instrumental group members are emotionally neutral, objective, analytical, task-oriented, and committed followers, which leads them to work hard and contribute to the group’s decision making as long as it is orderly and follows agreed-on rules. Emotional group members are creative, playful, independent, unpredictable, and expressive, which leads them to make rash decisions, resist group norms or decision-making structures, and switch often from relational to task focus.

Cultural Context and Decision Making

Just like neighborhoods, schools, and countries, small groups vary in terms of their degree of similarity and difference. Demographic changes in the United States and increases in technology that can bring different people together make it more likely that we will be interacting in more and more heterogeneous groups (Allen, 2011). Some small groups are more homogenous, meaning the members are more similar, and some are more heterogeneous, meaning the members are more different. Diversity and difference within groups has advantages and disadvantages. In terms of advantages, research finds that, in general, groups that are culturally heterogeneous have better overall performance than more homogenous groups (Haslett & Ruebush, 1999). Additionally, when group members have time to get to know each other and competently communicate across their differences, the advantages of diversity include better decision making due to different perspectives (Thomas, 1999). Unfortunately, groups often operate under time constraints and other pressures that make the possibility for intercultural dialogue and understanding difficult. The main disadvantage of heterogeneous groups is the possibility for conflict, but given that all groups experience conflict, this isn’t solely due to the presence of diversity. We will now look more specifically at how some of the cultural value orientations we’ve learned about already in this book can play out in groups with international diversity and how domestic diversity in terms of demographics can also influence group decision making.

International Diversity in Group Interactions

Cultural value orientations such as individualism/collectivism, power distance, and high-/low-context communication styles all manifest on a continuum of communication behaviors and can influence group decision making. Group members from individualistic cultures are more likely to value task-oriented, efficient, and direct communication. This could manifest in behaviors such as dividing up tasks into individual projects before collaboration begins and then openly debating ideas during discussion and decision making. Additionally, people from cultures that value individualism are more likely to openly express dissent from a decision, essentially expressing their disagreement with the group. Group members from collectivistic cultures are more likely to value relationships over the task at hand. Because of this, they also tend to value conformity and face-saving (often indirect) communication. This could manifest in behaviors such as establishing norms that include periods of socializing to build relationships before task-oriented communication like negotiations begin or norms that limit public disagreement in favor of more indirect communication that doesn’t challenge the face of other group members or the group’s leader. In a group composed of people from a collectivistic culture, each member would likely play harmonizing roles, looking for signs of conflict and resolving them before they become public.

Power distance can also affect group interactions. Some cultures rank higher on power-distance scales, meaning they value hierarchy, make decisions based on status, and believe that people have a set place in society that is fairly unchangeable. Group members from high-power-distance cultures would likely appreciate a strong designated leader who exhibits a more directive leadership style and prefer groups in which members have clear and assigned roles. In a group that is homogenous in terms of having a high-power-distance orientation, members with higher status would be able to openly provide information, and those with lower status may not provide information unless a higher status member explicitly seeks it from them. Low-power-distance cultures do not place as much value and meaning on status and believe that all group members can participate in decision making. Group members from low-power-distance cultures would likely freely speak their mind during a group meeting and prefer a participative leadership style.

How much meaning is conveyed through the context surrounding verbal communication can also affect group communication. Some cultures have a high-context communication style in which much of the meaning in an interaction is conveyed through context such as nonverbal cues and silence. Group members from high-context cultures may avoid saying something directly, assuming that other group members will understand the intended meaning even if the message is indirect. So if someone disagrees with a proposed course of action, he or she may say, “Let’s discuss this tomorrow,” and mean, “I don’t think we should do this.” Such indirect communication is also a face-saving strategy that is common in collectivistic cultures. Other cultures have a low-context communication style that places more importance on the meaning conveyed through words than through context or nonverbal cues. Group members from low-context cultures often say what they mean and mean what they say. For example, if someone doesn’t like an idea, they might say, “I think we should consider more options. This one doesn’t seem like the best we can do.”

In any of these cases, an individual from one culture operating in a group with people of a different cultural orientation could adapt to the expectations of the host culture, especially if that person possesses a high degree of intercultural communication competence (ICC). Additionally, people with high ICC can also adapt to a group member with a different cultural orientation than the host culture. Even though these cultural orientations connect to values that affect our communication in fairly consistent ways, individuals may exhibit different communication behaviors depending on their own individual communication style and the situation.

Domestic Diversity and Group Communication

While it is becoming more likely that we will interact in small groups with international diversity, we are guaranteed to interact in groups that are diverse in terms of the cultural identities found within a single country or the subcultures found within a larger cultural group.

Gender stereotypes sometimes influence the roles that people play within a group. For example, the stereotype that women are more nurturing than men may lead group members (both male and female) to expect that women will play the role of supporters or harmonizers within the group. Since women have primarily performed secretarial work since the 1900s, it may also be expected that women will play the role of recorder. In both of these cases, stereotypical notions of gender place women in roles that are typically not as valued in group communication. The opposite is true for men. In terms of leadership, despite notable exceptions, research shows that men fill an overwhelmingly disproportionate amount of leadership positions. We are socialized to see certain behaviors by men as indicative of leadership abilities, even though they may not be. For example, men are often perceived to contribute more to a group because they tend to speak first when asked a question or to fill a silence and are perceived to talk more about task-related matters than relationally oriented matters. Both of these tendencies create a perception that men are more engaged with the task. Men are also socialized to be more competitive and self-congratulatory, meaning that their communication may be seen as dedicated and their behaviors seen as powerful, and that when their work isn’t noticed they will be more likely to make it known to the group rather than take silent credit. Even though we know that the relational elements of a group are crucial for success, even in high-performance teams, that work is not as valued in our society as the task-related work.

Despite the fact that some communication patterns and behaviors related to our typical (and stereotypical) gender socialization affect how we interact in and form perceptions of others in groups, the differences in group communication that used to be attributed to gender in early group communication research seem to be diminishing. This is likely due to the changing organizational cultures from which much group work emerges, which have now had more than sixty years to adjust to women in the workplace. It is also due to a more nuanced understanding of gender-based research, which doesn’t take a stereotypical view from the beginning as many of the early male researchers did. Now, instead of biological sex being assumed as a factor that creates inherent communication differences, group communication scholars see that men and women both exhibit a range of behaviors that are more or less feminine or masculine. It is these gendered behaviors, and not a person’s gender, that seem to have more of an influence on perceptions of group communication. Interestingly, group interactions are still masculinist in that male and female group members prefer a more masculine communication style for task leaders and that both males and females in this role are more likely to adapt to a more masculine communication style. Conversely, men who take on social-emotional leadership behaviors adopt a more feminine communication style. In short, it seems that although masculine communication traits are more often associated with high status positions in groups, both men and women adapt to this expectation and are evaluated similarly (Haslett & Ruebush, 1999).

Other demographic categories are also influential in group communication and decision making. In general, group members have an easier time communicating when they are more similar than different in terms of race and age. This ease of communication can make group work more efficient, but the homogeneity may sacrifice some creativity. As we learned earlier, groups that are diverse (e.g., they have members of different races and generations) benefit from the diversity of perspectives in terms of the quality of decision making and creativity of output.

In terms of age, for the first time since industrialization began, it is common to have three generations of people (and sometimes four) working side by side in an organizational setting. Although four generations often worked together in early factories, they were segregated based on their age group, and a hierarchy existed with older workers at the top and younger workers at the bottom. Today, however, generations interact regularly, and it is not uncommon for an older person to have a leader or supervisor who is younger than him or her (Allen, 2011). The current generations in the US workplace and consequently in work-based groups include the following:

• The Silent Generation. Born between 1925 and 1942, currently in their mid-sixties to mid-eighties, this is the smallest generation in the workforce right now, as many have retired or left for other reasons. This generation includes people who were born during the Great Depression or the early part of World War II, many of whom later fought in the Korean War (Clarke, 1970).
• The Baby Boomers. Born between 1946 and 1964, currently in their late forties to mid-sixties, this is the largest generation in the workforce right now. Baby boomers are the most populous generation born in US history, and they are working longer than previous generations, which means they will remain the predominant force in organizations for ten to twenty more years.
• Generation X. Born between 1965 and 1981, currently in their early thirties to mid-forties, this generation was the first to see technology like cell phones and the Internet make its way into classrooms and our daily lives. Compared to previous generations, “Gen-Xers” are more diverse in terms of race, religious beliefs, and sexual orientation and also have a greater appreciation for and understanding of diversity.
• Generation Y. Born between 1982 and 2000, “Millennials” as they are also called are currently in their late teens up to about thirty years old. This generation is not as likely to remember a time without technology such as computers and cell phones. They are just starting to enter into the workforce and have been greatly affected by the economic crisis of the late 2000s, experiencing significantly high unemployment rates.

The benefits and challenges that come with diversity of group members are important to consider. Since we will all work in diverse groups, we should be prepared to address potential challenges in order to reap the benefits. Diverse groups may be wise to coordinate social interactions outside of group time in order to find common ground that can help facilitate interaction and increase group cohesion. We should be sensitive but not let sensitivity create fear of “doing something wrong” that then prevents us from having meaningful interactions.

Adams, K., and Gloria G. Galanes, Communicating in Groups: Applications and Skills , 7th ed. (Boston, MA: McGraw-Hill, 2009), 220–21.

Allen, B. J., Difference Matters: Communicating Social Identity , 2nd ed. (Long Grove, IL: Waveland, 2011), 5.

Bormann, E. G., and Nancy C. Bormann, Effective Small Group Communication , 4th ed. (Santa Rosa, CA: Burgess CA, 1988), 112–13.

Clarke, G., “The Silent Generation Revisited,” Time, June 29, 1970, 46.

Cragan, J. F., and David W. Wright, Communication in Small Group Discussions: An Integrated Approach , 3rd ed. (St. Paul, MN: West Publishing, 1991), 77–78.

de Bono, E., Six Thinking Hats (Boston, MA: Little, Brown, 1985).

Delbecq, A. L., and Andrew H. Ven de Ven, “A Group Process Model for Problem Identification and Program Planning,” The Journal of Applied Behavioral Science 7, no. 4 (1971): 466–92.

Haslett, B. B., and Jenn Ruebush, “What Differences Do Individual Differences in Groups Make?: The Effects of Individuals, Culture, and Group Composition,” in The Handbook of Group Communication Theory and Research , ed. Lawrence R. Frey (Thousand Oaks, CA: Sage, 1999), 133.

Napier, R. W., and Matti K. Gershenfeld, Groups: Theory and Experience , 7th ed. (Boston, MA: Houghton Mifflin, 2004), 292.

Osborn, A. F., Applied Imagination (New York: Charles Scribner’s Sons, 1959).

Spranger, E., Types of Men (New York: Steckert, 1928).

Stanton, C., “How to Deliver Group Presentations: The Unified Team Approach,” Six Minutes Speaking and Presentation Skills , November 3, 2009, accessed August 28, 2012, http://sixminutes.dlugan.com/group-presentations-unified-team-approach .

Thomas, D. C., “Cultural Diversity and Work Group Effectiveness: An Experimental Study,” Journal of Cross-Cultural Psychology 30, no. 2 (1999): 242–63.

This resource is available at no cost at https://open.library.okstate.edu/speech2713/

a single sentence that summarizes the problem a group is trying to solve

a question that guides the group as it generates possible solutions

guides decision making through a four-step process that includes idea generation and evaluation and seeks to elicit equal contributions from all group members

a commonly used decision-making technique in which a majority (one-half plus one) must agree before a decision is made

a decision-making technique in which a designated authority or expert has final say over a decision and may or may not consider the input of other group members

a decision-making technique in which all members of the group must agree on the same decision

Introduction to Speech Communication Copyright © 2021 by Individual authors retain copyright of their work. is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Solving a Problem

This complex goal pulls together multiple cognitive skills that are used in order to make decisions. New thinking pathways are created as students practice a series of steps to analyze the problem, determine if there is a need for help, devise logical solutions, and use critical thinking skills to choose the best solution.

Preview an SEL skills lesson: Solving a Problem

Narrator: When we have problems, we need to be able to figure out how to solve them. There are a few steps you can take when you need to solve a problem. The first step is to identify the problem.

Julie: (internal thought) I want to go to the after school club today, but I didn’t tell my mom. I don’t have a cell phone with me. I don’t know what to do. 

Narrator: Julie wants to stay after school, but needs to find a way to let her mom know. That’s her problem. Next, she needs to decide if this is a big or small problem. Big problems may need the help of an adult. A small problem is one you can solve yourself pretty quickly.

Julie: (internal thought) Is this a big problem or a small problem? If my mom didn’t know where I was, it would be a big problem. She would be very worried. I’m not sure what to do, so I’m going to ask for help. 

Julie: (out loud) Ms. Lehane, I need help. I want to stay after school today, but I don’t have a phone to call my mom and ask.

Narrator: Nice job asking for help. Now Julie and her teacher will think of some different solutions to the problem.

Julie: Hmm… what should I do? Maybe I could use someone’s phone after school.

Teacher: Well, we should make sure it’s okay with your mom first. You could use the phone in the office to call her. 

Narrator: They came up with some ways to solve the problem. It’s helpful to think of more than one way to solve a problem. Now Julie has to pick the best way to solve her problem.

Julie: I’ll use the phone in the office to call my mom right now. It seems like the best option. Thanks!

Teacher: You’re welcome. I’m glad we’ve talked through the problem.

Narrator: Julie was able to solve her problem with a little help, so it didn’t turn into a big problem. If you have a problem, follow these steps: (1) Identify the problem; (2) Think about if it is big or small. Do you need help? (3) Think of some solutions; (4) Pick the best one to solve your problem. Observe. Is my problem solved? Do I feel better? You may have to try a couple of times until the problem is solved.

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