Abstract The ways in which teams coordinate are critical to navigating today’s turbulent environment. Communication networks have been theorized to be a key factor for accomplishing team coordination. However, empirical research has largely taken a static approach by viewing communication networks as material, structural arrangements, which we call structural communication networks (SCNs). Informed by network structuration theory, we articulate a complementary approach, called processual communication networks (PCNs), which views communication networks as episodic, dynamic, and sequential. To test this, we conducted a multi-team experiment of 62 teams embedded in a virtual world where their primary objective was to coordinate an attack on a group of insurgents. Using relational event modeling to capture the dynamics of PCNs, we hypothesized and found support for the role of PCNs as a mediator of SCNs and an indicator of structural appropriation. Moreover, highly decentralized PCNs positively predicted coordination, regardless of whether they were faithfully or ironically appropriated.
Different institutions worldwide, such as economic, social and political, are relying increasingly on the communication technology to perform a variety of functions: holding remote business meetings, discussing design issues in product development, enabling consumers to remain connected with their families and children, and so on. In this environment, where geographic and temporal boundaries are shrinking rapidly, electronic communication medium are playing an important role. With recent advances in 3D sensing, computing on new hardware platforms, high bandwidth communication connectivity and 3D display technology, the vision of 3D video-teleconferencing and of tele-immersive experience has become very attractive. These advances lead to tele-immersive communication systems that enable 3D interactive experience in a virtual space consisting of objects born in physical and virtual environments. This experience is achieved by fusing real-time color plus depth video of physical scenes from multiple stereo cameras located at different geographic sites, displaying 3D reconstructions of physical and virtual objects, and performing computations to facilitate interactions between objects. While tele-immersive (TI) systems have been attracting a lot of attention these days, the advantages of enabled interactions and delivered 3D content for viewing as opposed to current 2D high definition video have not been evaluated. In this paper, we study the effectiveness of three different types of communication media on remote collaboration in order to document the pros and cons of new technologies such as TI. The three communication media include 3D video tele-immersive, 2D video Skype and face-to-face used in a collaborative environment of a remote product development scenario. Through a study done over 90 subjects, we discuss the strengths and weaknesses of different media and propose a scope for improvement in each of them.
This study employs interaction analysis to explore micro-level conflict processes and macro-level phasic structures of conflict management in two jury deliberations. Results indicate that the deliberations have fundamentally different conflict management processes. Differences in the tasks posed by the two deliberations and in the norms enacted in them, as well as microinteractional patterns, are posited to account for the divergent interaction processes.
Group communication scholarship has flourished in recent years and several insightful and valuable perspectives have been articulated. This chapter will review theories and perspectives on group communication that have emerged after 2000 (group participation, processual communication networks, communication and teamwork, leadership and communication, sequences and cycles in decision making and problem-solving processes, interventions to improve group performance). Some of these have been articulated formally as theories, while others are more loosely stated and present a point of view on group communication. Classical theories of group communication, including functional theory, symbolic convergence theory, structuration theory, and developmental theories were reviewed in Poole (1999) and are not covered here.
This paper takes a critical look at conflict in top management teams. The multiple approaches that have been taken in the investigation of conflict within this context are reviewed. However, past literature has isolated top management teams, ignored the implications of hidden conflict, and lacked a communication focus. Due to these criticisms, a political perspective towards understanding top management team conflict is advocated. This perspective highlights the validity, necessity, and importance of conflict in organizational life. More specifically, a political approach promotes the reframing of conflict through conflict orchestration and developing an awareness of the impact of personal, social, and cultural identities on conflict management. Finally, communication must take on a less superficial role if a complex understanding of top management team conflict is to be developed.
Technology is an essential, and inevitable, component of group work and, as technology evolves, it is necessary to understand the impacts of various communication technologies on group outcomes. Groups, either working face-to-face, using two-dimensional video conferencing or three-dimensional tele-immersive video conferencing, were compared by how accurately and quickly they completed a task. Group member perceptions of social presence, satisfaction and technology acceptance were also explored. Results indicated little difference between face-to-face groups and 2D groups, while 3D groups were less accurate and slower with members reporting less social presence and satisfaction. However, when technology acceptance was controlled for, participants in this condition had more positive perceptions about the technology.
Understanding the individual difference variables that influence why some individuals emerge over others to perform traditional leadership functions provides insight into leadership emergence. Cognitive complexity and self-monitoring are two such variables. Both deal with tailoring communication to be situation-specific. Thus, this study examined the role that cognitive complexity and self-monitoring play in leadership. Participants in student groups completed questionnaires that measured leadership perceptions, cognitive complexity, self-monitoring, and predisposition to verbal behavior. While the results did not indicate a significant relationship among the variables, the findings do lead to an increased understanding of emergent leadership.
This paper describes the use of VBS High-Fidelity 3D Game to perform experiments on multi-team systems. Multi-team systems (MTS) are a natural part of human social phenomena and online social networks as people form groups with shared goals and interests. We gathered data on human players (on communications and interactions) who were engaged in a VBS game scenario. Using Relational Event Modeling (REM), we analyzed the results. The results suggest some synchronization and cross-team communication have both direct effects with team performance and, in some cases, can moderate the effect of false information in environments of uncertainty.
