case study about group communication

9 Final Meetings

Case summary.

The group is now in the performing stage. They have worked through their primary and secondary tensions and have gone through most of Tuckman’s development model. They get along relatively well and have continued to stay focused on the common goal. The group struggles with direct communication at times and this causes frustration among the group members. Additionally, the leader of the group, Lauren, doesn’t listen to the needs of others (from a verbal and nonverbal perspective) and makes final decisions that the group has not agreed upon. Each decision has worked out to be successful; however, this has still put a wedge between the group members.

Trust is not as high as it once was even though tensions are low. The group remains meeting virtually due to the pandemic.

In the past month, Harold has been preoccupied with his parent’s death and he has made several meetings uncomfortable (he takes important calls during the meeting and asks the group to wait for him until the phone call is complete). He talks over the leader and questions her decision-making. Harold and Sandra stopped talking to each other during the start of the pandemic (March timeframe) because Harold overheard Sandra talking about the #BlackLivesMatter movement and how important it is to our country and their communities. She was talking with Franklin and Lauren, both of the members were providing positive nonverbal feedback and verbally agreed with Sandra. Harold did not agree with the conversation and felt alienated by their side conversation. Sandra did not know Harold overheard the conversation; she would have included him if she knew he was in close proximity. Harold refused to talk to Sandra on a 1:1 basis after that.

Lourdes and Franklin became close and started to date each other – Lourdes took on more than half of Franklin’s work to support him during a difficult time. The group was unaware of this until the month before the final presentation because Franklin mentioned that Lourdes had “all of his work” on her computer. They decided to share the details of their involvement/task roles and that Lourdes did most of Franklin’s work. The group did not believe this was “right”; however, this late in the project, they “let it go”. Franklin was able to catch up on the nuances of the project through reading Lourdes’ work and present his part. Patrick carried out his tasks but lost motivation to socially engage with the group. In the end, he seemed bored and uninterested in the work, it showed in the presentation.

Lastly, Lauren led the group through their performing stage; she felt confident in their work and knew that the group worked well under the circumstances (life changes, COVID-19, social uprising, and virtual meetings).

Small Group Communication Case Study Copyright © by Amber Green is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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13.1 Understanding Small Groups

Learning objectives.

• Define small group communication.
• Discuss the characteristics of small groups.
• Explain the functions of small groups.
• Compare and contrast different types of small groups.
• Discuss advantages and disadvantages of small groups.

Most of the communication skills discussed in this book are directed toward dyadic communication, meaning that they are applied in two-person interactions. While many of these skills can be transferred to and used in small group contexts, the more complex nature of group interaction necessitates some adaptation and some additional skills. Small group communication refers to interactions among three or more people who are connected through a common purpose, mutual influence, and a shared identity. In this section, we will learn about the characteristics, functions, and types of small groups.

Characteristics of Small Groups

Different groups have different characteristics, serve different purposes, and can lead to positive, neutral, or negative experiences. While our interpersonal relationships primarily focus on relationship building, small groups usually focus on some sort of task completion or goal accomplishment. A college learning community focused on math and science, a campaign team for a state senator, and a group of local organic farmers are examples of small groups that would all have a different size, structure, identity, and interaction pattern.

Size of Small Groups

There is no set number of members for the ideal small group. A small group requires a minimum of three people (because two people would be a pair or dyad), but the upper range of group size is contingent on the purpose of the group. When groups grow beyond fifteen to twenty members, it becomes difficult to consider them a small group based on the previous definition. An analysis of the number of unique connections between members of small groups shows that they are deceptively complex. For example, within a six-person group, there are fifteen separate potential dyadic connections, and a twelve-person group would have sixty-six potential dyadic connections (Hargie, 2011). As you can see, when we double the number of group members, we more than double the number of connections, which shows that network connection points in small groups grow exponentially as membership increases. So, while there is no set upper limit on the number of group members, it makes sense that the number of group members should be limited to those necessary to accomplish the goal or serve the purpose of the group. Small groups that add too many members increase the potential for group members to feel overwhelmed or disconnected.

Structure of Small Groups

Internal and external influences affect a group’s structure. In terms of internal influences, member characteristics play a role in initial group formation. For instance, a person who is well informed about the group’s task and/or highly motivated as a group member may emerge as a leader and set into motion internal decision-making processes, such as recruiting new members or assigning group roles, that affect the structure of a group (Ellis & Fisher, 1994). Different members will also gravitate toward different roles within the group and will advocate for certain procedures and courses of action over others. External factors such as group size, task, and resources also affect group structure. Some groups will have more control over these external factors through decision making than others. For example, a commission that is put together by a legislative body to look into ethical violations in athletic organizations will likely have less control over its external factors than a self-created weekly book club.

A self-formed study group likely has a more flexible structure than a city council committee.

William Rotza – Group – CC BY-NC-ND 2.0.

Group structure is also formed through formal and informal network connections. In terms of formal networks, groups may have clearly defined roles and responsibilities or a hierarchy that shows how members are connected. The group itself may also be a part of an organizational hierarchy that networks the group into a larger organizational structure. This type of formal network is especially important in groups that have to report to external stakeholders. These external stakeholders may influence the group’s formal network, leaving the group little or no control over its structure. Conversely, groups have more control over their informal networks, which are connections among individuals within the group and among group members and people outside of the group that aren’t official. For example, a group member’s friend or relative may be able to secure a space to hold a fundraiser at a discounted rate, which helps the group achieve its task. Both types of networks are important because they may help facilitate information exchange within a group and extend a group’s reach in order to access other resources.

Size and structure also affect communication within a group (Ellis & Fisher, 1994). In terms of size, the more people in a group, the more issues with scheduling and coordination of communication. Remember that time is an important resource in most group interactions and a resource that is usually strained. Structure can increase or decrease the flow of communication. Reachability refers to the way in which one member is or isn’t connected to other group members. For example, the “Circle” group structure in Figure 13.1 “Small Group Structures” shows that each group member is connected to two other members. This can make coordination easy when only one or two people need to be brought in for a decision. In this case, Erik and Callie are very reachable by Winston, who could easily coordinate with them. However, if Winston needed to coordinate with Bill or Stephanie, he would have to wait on Erik or Callie to reach that person, which could create delays. The circle can be a good structure for groups who are passing along a task and in which each member is expected to progressively build on the others’ work. A group of scholars coauthoring a research paper may work in such a manner, with each person adding to the paper and then passing it on to the next person in the circle. In this case, they can ask the previous person questions and write with the next person’s area of expertise in mind. The “Wheel” group structure in Figure 13.1 “Small Group Structures” shows an alternative organization pattern. In this structure, Tara is very reachable by all members of the group. This can be a useful structure when Tara is the person with the most expertise in the task or the leader who needs to review and approve work at each step before it is passed along to other group members. But Phillip and Shadow, for example, wouldn’t likely work together without Tara being involved.

Figure 13.1 Small Group Structures

Looking at the group structures, we can make some assumptions about the communication that takes place in them. The wheel is an example of a centralized structure, while the circle is decentralized. Research has shown that centralized groups are better than decentralized groups in terms of speed and efficiency (Ellis & Fisher, 1994). But decentralized groups are more effective at solving complex problems. In centralized groups like the wheel, the person with the most connections, person C, is also more likely to be the leader of the group or at least have more status among group members, largely because that person has a broad perspective of what’s going on in the group. The most central person can also act as a gatekeeper. Since this person has access to the most information, which is usually a sign of leadership or status, he or she could consciously decide to limit the flow of information. But in complex tasks, that person could become overwhelmed by the burden of processing and sharing information with all the other group members. The circle structure is more likely to emerge in groups where collaboration is the goal and a specific task and course of action isn’t required under time constraints. While the person who initiated the group or has the most expertise in regards to the task may emerge as a leader in a decentralized group, the equal access to information lessens the hierarchy and potential for gatekeeping that is present in the more centralized groups.

Interdependence

Small groups exhibit interdependence , meaning they share a common purpose and a common fate. If the actions of one or two group members lead to a group deviating from or not achieving their purpose, then all members of the group are affected. Conversely, if the actions of only a few of the group members lead to success, then all members of the group benefit. This is a major contributor to many college students’ dislike of group assignments, because they feel a loss of control and independence that they have when they complete an assignment alone. This concern is valid in that their grades might suffer because of the negative actions of someone else or their hard work may go to benefit the group member who just skated by. Group meeting attendance is a clear example of the interdependent nature of group interaction. Many of us have arrived at a group meeting only to find half of the members present. In some cases, the group members who show up have to leave and reschedule because they can’t accomplish their task without the other members present. Group members who attend meetings but withdraw or don’t participate can also derail group progress. Although it can be frustrating to have your job, grade, or reputation partially dependent on the actions of others, the interdependent nature of groups can also lead to higher-quality performance and output, especially when group members are accountable for their actions.

Shared Identity

The shared identity of a group manifests in several ways. Groups may have official charters or mission and vision statements that lay out the identity of a group. For example, the Girl Scout mission states that “Girl Scouting builds girls of courage, confidence, and character, who make the world a better place” (Girl Scouts, 2012). The mission for this large organization influences the identities of the thousands of small groups called troops. Group identity is often formed around a shared goal and/or previous accomplishments, which adds dynamism to the group as it looks toward the future and back on the past to inform its present. Shared identity can also be exhibited through group names, slogans, songs, handshakes, clothing, or other symbols. At a family reunion, for example, matching t-shirts specially made for the occasion, dishes made from recipes passed down from generation to generation, and shared stories of family members that have passed away help establish a shared identity and social reality.

A key element of the formation of a shared identity within a group is the establishment of the in-group as opposed to the out-group. The degree to which members share in the in-group identity varies from person to person and group to group. Even within a family, some members may not attend a reunion or get as excited about the matching t-shirts as others. Shared identity also emerges as groups become cohesive, meaning they identify with and like the group’s task and other group members. The presence of cohesion and a shared identity leads to a building of trust, which can also positively influence productivity and members’ satisfaction.

Functions of Small Groups

Why do we join groups? Even with the challenges of group membership that we have all faced, we still seek out and desire to be a part of numerous groups. In some cases, we join a group because we need a service or access to information. We may also be drawn to a group because we admire the group or its members. Whether we are conscious of it or not, our identities and self-concepts are built on the groups with which we identify. So, to answer the earlier question, we join groups because they function to help us meet instrumental, interpersonal, and identity needs.

Groups Meet Instrumental Needs

Groups have long served the instrumental needs of humans, helping with the most basic elements of survival since ancient humans first evolved. Groups helped humans survive by providing security and protection through increased numbers and access to resources. Today, groups are rarely such a matter of life and death, but they still serve important instrumental functions. Labor unions, for example, pool efforts and resources to attain material security in the form of pay increases and health benefits for their members, which protects them by providing a stable and dependable livelihood. Individual group members must also work to secure the instrumental needs of the group, creating a reciprocal relationship. Members of labor unions pay dues that help support the group’s efforts. Some groups also meet our informational needs. Although they may not provide material resources, they enrich our knowledge or provide information that we can use to then meet our own instrumental needs. Many groups provide referrals to resources or offer advice. For example, several consumer protection and advocacy groups have been formed to offer referrals for people who have been the victim of fraudulent business practices. Whether a group forms to provide services to members that they couldn’t get otherwise, advocate for changes that will affect members’ lives, or provide information, many groups meet some type of instrumental need.

Groups Meet Interpersonal Needs

Group membership meets interpersonal needs by giving us access to inclusion, control, and support. In terms of inclusion, people have a fundamental drive to be a part of a group and to create and maintain social bonds. As we’ve learned, humans have always lived and worked in small groups. Family and friendship groups, shared-interest groups, and activity groups all provide us with a sense of belonging and being included in an in-group. People also join groups because they want to have some control over a decision-making process or to influence the outcome of a group. Being a part of a group allows people to share opinions and influence others. Conversely, some people join a group to be controlled, because they don’t want to be the sole decision maker or leader and instead want to be given a role to follow.

Just as we enter into interpersonal relationships because we like someone, we are drawn toward a group when we are attracted to it and/or its members. Groups also provide support for others in ways that supplement the support that we get from significant others in interpersonal relationships. Some groups, like therapy groups for survivors of sexual assault or support groups for people with cancer, exist primarily to provide emotional support. While these groups may also meet instrumental needs through connections and referrals to resources, they fulfill the interpersonal need for belonging that is a central human need.

Groups Meet Identity Needs

Our affiliations are building blocks for our identities, because group membership allows us to use reference groups for social comparison—in short, identifying us with some groups and characteristics and separating us from others. Some people join groups to be affiliated with people who share similar or desirable characteristics in terms of beliefs, attitudes, values, or cultural identities. For example, people may join the National Organization for Women because they want to affiliate with others who support women’s rights or a local chapter of the National Association for the Advancement of Colored People (NAACP) because they want to affiliate with African Americans, people concerned with civil rights, or a combination of the two. Group memberships vary in terms of how much they affect our identity, as some are more prominent than others at various times in our lives. While religious groups as a whole are too large to be considered small groups, the work that people do as a part of a religious community—as a lay leader, deacon, member of a prayer group, or committee—may have deep ties to a person’s identity.

Group membership helps meet our interpersonal needs by providing an opportunity for affection and inclusion.

Lostintheredwoods – Spiral of Hands – CC BY-ND 2.0.

The prestige of a group can initially attract us because we want that group’s identity to “rub off” on our own identity. Likewise, the achievements we make as a group member can enhance our self-esteem, add to our reputation, and allow us to create or project certain identity characteristics to engage in impression management. For example, a person may take numerous tests to become a part of Mensa, which is an organization for people with high IQs, for no material gain but for the recognition or sense of achievement that the affiliation may bring. Likewise, people may join sports teams, professional organizations, and honor societies for the sense of achievement and affiliation. Such groups allow us opportunities to better ourselves by encouraging further development of skills or knowledge. For example, a person who used to play the oboe in high school may join the community band to continue to improve on his or her ability.

Types of Small Groups

There are many types of small groups, but the most common distinction made between types of small groups is that of task-oriented and relational-oriented groups (Hargie, 2011). Task-oriented groups are formed to solve a problem, promote a cause, or generate ideas or information (McKay, Davis, & Fanning, 1995). In such groups, like a committee or study group, interactions and decisions are primarily evaluated based on the quality of the final product or output. The three main types of tasks are production, discussion, and problem-solving tasks (Ellis & Fisher, 1994). Groups faced with production tasks are asked to produce something tangible from their group interactions such as a report, design for a playground, musical performance, or fundraiser event. Groups faced with discussion tasks are asked to talk through something without trying to come up with a right or wrong answer. Examples of this type of group include a support group for people with HIV/AIDS, a book club, or a group for new fathers. Groups faced with problem-solving tasks have to devise a course of action to meet a specific need. These groups also usually include a production and discussion component, but the end goal isn’t necessarily a tangible product or a shared social reality through discussion. Instead, the end goal is a well-thought-out idea. Task-oriented groups require honed problem-solving skills to accomplish goals, and the structure of these groups is more rigid than that of relational-oriented groups.

Relational-oriented groups are formed to promote interpersonal connections and are more focused on quality interactions that contribute to the well-being of group members. Decision making is directed at strengthening or repairing relationships rather than completing discrete tasks or debating specific ideas or courses of action. All groups include task and relational elements, so it’s best to think of these orientations as two ends of a continuum rather than as mutually exclusive. For example, although a family unit works together daily to accomplish tasks like getting the kids ready for school and friendship groups may plan a surprise party for one of the members, their primary and most meaningful interactions are still relational. Since other chapters in this book focus specifically on interpersonal relationships, this chapter focuses more on task-oriented groups and the dynamics that operate within these groups.

To more specifically look at the types of small groups that exist, we can examine why groups form. Some groups are formed based on interpersonal relationships. Our family and friends are considered primary groups , or long-lasting groups that are formed based on relationships and include significant others. These are the small groups in which we interact most frequently. They form the basis of our society and our individual social realities. Kinship networks provide important support early in life and meet physiological and safety needs, which are essential for survival. They also meet higher-order needs such as social and self-esteem needs. When people do not interact with their biological family, whether voluntarily or involuntarily, they can establish fictive kinship networks, which are composed of people who are not biologically related but fulfill family roles and help provide the same support.

We also interact in many secondary groups , which are characterized by less frequent face-to-face interactions, less emotional and relational communication, and more task-related communication than primary groups (Barker, 1991). While we are more likely to participate in secondary groups based on self-interest, our primary-group interactions are often more reciprocal or other oriented. For example, we may join groups because of a shared interest or need.

Groups formed based on shared interest include social groups and leisure groups such as a group of independent film buffs, science fiction fans, or bird watchers. Some groups form to meet the needs of individuals or of a particular group of people. Examples of groups that meet the needs of individuals include study groups or support groups like a weight loss group. These groups are focused on individual needs, even though they meet as a group, and they are also often discussion oriented. Service groups, on the other hand, work to meet the needs of individuals but are task oriented. Service groups include Habitat for Humanity and Rotary Club chapters, among others. Still other groups form around a shared need, and their primary task is advocacy. For example, the Gay Men’s Health Crisis is a group that was formed by a small group of eight people in the early 1980s to advocate for resources and support for the still relatively unknown disease that would later be known as AIDS. Similar groups form to advocate for everything from a stop sign at a neighborhood intersection to the end of human trafficking.

As we already learned, other groups are formed primarily to accomplish a task. Teams are task-oriented groups in which members are especially loyal and dedicated to the task and other group members (Larson & LaFasto, 1989). In professional and civic contexts, the word team has become popularized as a means of drawing on the positive connotations of the term—connotations such as “high-spirited,” “cooperative,” and “hardworking.” Scholars who have spent years studying highly effective teams have identified several common factors related to their success. Successful teams have (Adler & Elmhorst, 2005)

• clear and inspiring shared goals,
• a results-driven structure,
• competent team members,
• a collaborative climate,
• high standards for performance,
• external support and recognition, and
• ethical and accountable leadership.

Increasingly, small groups and teams are engaging in more virtual interaction. Virtual groups take advantage of new technologies and meet exclusively or primarily online to achieve their purpose or goal. Some virtual groups may complete their task without ever being physically face-to-face. Virtual groups bring with them distinct advantages and disadvantages that you can read more about in the “Getting Plugged In” feature next.

“Getting Plugged In”

Virtual Groups

Virtual groups are now common in academic, professional, and personal contexts, as classes meet entirely online, work teams interface using webinar or video-conferencing programs, and people connect around shared interests in a variety of online settings. Virtual groups are popular in professional contexts because they can bring together people who are geographically dispersed (Ahuja & Galvin, 2003). Virtual groups also increase the possibility for the inclusion of diverse members. The ability to transcend distance means that people with diverse backgrounds and diverse perspectives are more easily accessed than in many offline groups.

One disadvantage of virtual groups stems from the difficulties that technological mediation presents for the relational and social dimensions of group interactions (Walther & Bunz, 2005). As we will learn later in this chapter, an important part of coming together as a group is the socialization of group members into the desired norms of the group. Since norms are implicit, much of this information is learned through observation or conveyed informally from one group member to another. In fact, in traditional groups, group members passively acquire 50 percent or more of their knowledge about group norms and procedures, meaning they observe rather than directly ask (Comer, 1991). Virtual groups experience more difficulty with this part of socialization than copresent traditional groups do, since any form of electronic mediation takes away some of the richness present in face-to-face interaction.

To help overcome these challenges, members of virtual groups should be prepared to put more time and effort into building the relational dimensions of their group. Members of virtual groups need to make the social cues that guide new members’ socialization more explicit than they would in an offline group (Ahuja & Galvin, 2003). Group members should also contribute often, even if just supporting someone else’s contribution, because increased participation has been shown to increase liking among members of virtual groups (Walther & Bunz, 2005). Virtual group members should also make an effort to put relational content that might otherwise be conveyed through nonverbal or contextual means into the verbal part of a message, as members who include little social content in their messages or only communicate about the group’s task are more negatively evaluated. Virtual groups who do not overcome these challenges will likely struggle to meet deadlines, interact less frequently, and experience more absenteeism. What follows are some guidelines to help optimize virtual groups (Walter & Bunz, 2005):

• Get started interacting as a group as early as possible, since it takes longer to build social cohesion.
• Interact frequently to stay on task and avoid having work build up.
• Start working toward completing the task while initial communication about setup, organization, and procedures are taking place.
• Respond overtly to other people’s messages and contributions.
• Be explicit about your reactions and thoughts since typical nonverbal expressions may not be received as easily in virtual groups as they would be in colocated groups.
• Set deadlines and stick to them.
• Make a list of some virtual groups to which you currently belong or have belonged to in the past. What are some differences between your experiences in virtual groups versus traditional colocated groups?
• What are some group tasks or purposes that you think lend themselves to being accomplished in a virtual setting? What are some group tasks or purposes that you think would be best handled in a traditional colocated setting? Explain your answers for each.

Advantages and Disadvantages of Small Groups

As with anything, small groups have their advantages and disadvantages. Advantages of small groups include shared decision making, shared resources, synergy, and exposure to diversity. It is within small groups that most of the decisions that guide our country, introduce local laws, and influence our family interactions are made. In a democratic society, participation in decision making is a key part of citizenship. Groups also help in making decisions involving judgment calls that have ethical implications or the potential to negatively affect people. Individuals making such high-stakes decisions in a vacuum could have negative consequences given the lack of feedback, input, questioning, and proposals for alternatives that would come from group interaction. Group members also help expand our social networks, which provide access to more resources. A local community-theater group may be able to put on a production with a limited budget by drawing on these connections to get set-building supplies, props, costumes, actors, and publicity in ways that an individual could not. The increased knowledge, diverse perspectives, and access to resources that groups possess relates to another advantage of small groups—synergy.

Synergy refers to the potential for gains in performance or heightened quality of interactions when complementary members or member characteristics are added to existing ones (Larson Jr., 2010). Because of synergy, the final group product can be better than what any individual could have produced alone. When I worked in housing and residence life, I helped coordinate a “World Cup Soccer Tournament” for the international students that lived in my residence hall. As a group, we created teams representing different countries around the world, made brackets for people to track progress and predict winners, got sponsors, gathered prizes, and ended up with a very successful event that would not have been possible without the synergy created by our collective group membership. The members of this group were also exposed to international diversity that enriched our experiences, which is also an advantage of group communication.

Participating in groups can also increase our exposure to diversity and broaden our perspectives. Although groups vary in the diversity of their members, we can strategically choose groups that expand our diversity, or we can unintentionally end up in a diverse group. When we participate in small groups, we expand our social networks, which increase the possibility to interact with people who have different cultural identities than ourselves. Since group members work together toward a common goal, shared identification with the task or group can give people with diverse backgrounds a sense of commonality that they might not have otherwise. Even when group members share cultural identities, the diversity of experience and opinion within a group can lead to broadened perspectives as alternative ideas are presented and opinions are challenged and defended. One of my favorite parts of facilitating class discussion is when students with different identities and/or perspectives teach one another things in ways that I could not on my own. This example brings together the potential of synergy and diversity. People who are more introverted or just avoid group communication and voluntarily distance themselves from groups—or are rejected from groups—risk losing opportunities to learn more about others and themselves.

A social loafer is a dreaded group member who doesn’t do his or her share of the work, expecting that others on the group won’t notice or will pick up the slack.

Henry Burrows – Sleeping On The Job – CC BY-SA 2.0.

There are also disadvantages to small group interaction. In some cases, one person can be just as or more effective than a group of people. Think about a situation in which a highly specialized skill or knowledge is needed to get something done. In this situation, one very knowledgeable person is probably a better fit for the task than a group of less knowledgeable people. Group interaction also has a tendency to slow down the decision-making process. Individuals connected through a hierarchy or chain of command often work better in situations where decisions must be made under time constraints. When group interaction does occur under time constraints, having one “point person” or leader who coordinates action and gives final approval or disapproval on ideas or suggestions for actions is best.

Group communication also presents interpersonal challenges. A common problem is coordinating and planning group meetings due to busy and conflicting schedules. Some people also have difficulty with the other-centeredness and self-sacrifice that some groups require. The interdependence of group members that we discussed earlier can also create some disadvantages. Group members may take advantage of the anonymity of a group and engage in social loafing , meaning they contribute less to the group than other members or than they would if working alone (Karau & Williams, 1993). Social loafers expect that no one will notice their behaviors or that others will pick up their slack. It is this potential for social loafing that makes many students and professionals dread group work, especially those who have a tendency to cover for other group members to prevent the social loafer from diminishing the group’s productivity or output.

“Getting Competent”

Improving Your Group Experiences

Like many of you, I also had some negative group experiences in college that made me think similarly to a student who posted the following on a teaching blog: “Group work is code for ‘work as a group for a grade less than what you can get if you work alone’” (Weimer, 2008). But then I took a course called “Small Group and Team Communication” with an amazing teacher who later became one of my most influential mentors. She emphasized the fact that we all needed to increase our knowledge about group communication and group dynamics in order to better our group communication experiences—and she was right. So the first piece of advice to help you start improving your group experiences is to closely study the group communication chapters in this textbook and to apply what you learn to your group interactions. Neither students nor faculty are born knowing how to function as a group, yet students and faculty often think we’re supposed to learn as we go, which increases the likelihood of a negative experience.

A second piece of advice is to meet often with your group (Myers & Goodboy, 2005). Of course, to do this you have to overcome some scheduling and coordination difficulties, but putting other things aside to work as a group helps set up a norm that group work is important and worthwhile. Regular meetings also allow members to interact with each other, which can increase social bonds, build a sense of interdependence that can help diminish social loafing, and establish other important rules and norms that will guide future group interaction. Instead of committing to frequent meetings, many student groups use their first meeting to equally divide up the group’s tasks so they can then go off and work alone (not as a group). While some group work can definitely be done independently, dividing up the work and assigning someone to put it all together doesn’t allow group members to take advantage of one of the most powerful advantages of group work—synergy.

Last, establish group expectations and follow through with them. I recommend that my students come up with a group name and create a contract of group guidelines during their first meeting (both of which I learned from my group communication teacher whom I referenced earlier). The group name helps begin to establish a shared identity, which then contributes to interdependence and improves performance. The contract of group guidelines helps make explicit the group norms that might have otherwise been left implicit. Each group member contributes to the contract and then they all sign it. Groups often make guidelines about how meetings will be run, what to do about lateness and attendance, the type of climate they’d like for discussion, and other relevant expectations. If group members end up falling short of these expectations, the other group members can remind the straying member of the contact and the fact that he or she signed it. If the group encounters further issues, they can use the contract as a basis for evaluating the other group member or for communicating with the instructor.

• Do you agree with the student’s quote about group work that was included at the beginning? Why or why not?
• The second recommendation is to meet more with your group. Acknowledging that schedules are difficult to coordinate and that that is not really going to change, what are some strategies that you could use to overcome that challenge in order to get time together as a group?
• What are some guidelines that you think you’d like to include in your contract with a future group?

Key Takeaways

• Getting integrated: Small group communication refers to interactions among three or more people who are connected through a common purpose, mutual influence, and a shared identity. Small groups are important communication units in academic, professional, civic, and personal contexts.

Several characteristics influence small groups, including size, structure, interdependence, and shared identity.

• In terms of size, small groups must consist of at least three people, but there is no set upper limit on the number of group members. The ideal number of group members is the smallest number needed to competently complete the group’s task or achieve the group’s purpose.
• Internal influences such as member characteristics and external factors such as the group’s size, task, and access to resources affect a group’s structure. A group’s structure also affects how group members communicate, as some structures are more centralized and hierarchical and other structures are more decentralized and equal.
• Groups are interdependent in that they have a shared purpose and a shared fate, meaning that each group member’s actions affect every other group member.
• Groups develop a shared identity based on their task or purpose, previous accomplishments, future goals, and an identity that sets their members apart from other groups.

Small groups serve several functions as they meet instrumental, interpersonal, and identity needs.

• Groups meet instrumental needs, as they allow us to pool resources and provide access to information to better help us survive and succeed.
• Groups meet interpersonal needs, as they provide a sense of belonging (inclusion), an opportunity to participate in decision making and influence others (control), and emotional support.
• Groups meet identity needs, as they offer us a chance to affiliate ourselves with others whom we perceive to be like us or whom we admire and would like to be associated with.

There are various types of groups, including task-oriented, relational-oriented, primary, and secondary groups, as well as teams.

• Task-oriented groups are formed to solve a problem, promote a cause, or generate ideas or information, while relational-oriented groups are formed to promote interpersonal connections. While there are elements of both in every group, the overall purpose of a group can usually be categorized as primarily task or relational oriented.
• Primary groups are long-lasting groups that are formed based on interpersonal relationships and include family and friendship groups, and secondary groups are characterized by less frequent interaction and less emotional and relational communication than in primary groups. Our communication in primary groups is more frequently other oriented than our communication in secondary groups, which is often self-oriented.
• Teams are similar to task-oriented groups, but they are characterized by a high degree of loyalty and dedication to the group’s task and to other group members.
• Advantages of group communication include shared decision making, shared resources, synergy, and exposure to diversity. Disadvantages of group communication include unnecessary group formation (when the task would be better performed by one person), difficulty coordinating schedules, and difficulty with accountability and social loafing.
• A study group for this class
• A committee to decide on library renovation plans
• An upper-level college class in your major
• A group to advocate for more awareness of and support for abandoned animals
• List some groups to which you have belonged that focused primarily on tasks and then list some that focused primarily on relationships. Compare and contrast your experiences in these groups.
• Synergy is one of the main advantages of small group communication. Explain a time when a group you were in benefited from or failed to achieve synergy. What contributed to your success/failure?

Adler, R. B., and Jeanne Marquardt Elmhorst, Communicating at Work: Principles and Practices for Businesses and the Professions , 8th ed. (Boston, MA: McGraw-Hill, 2005), 248–50.

Ahuja, M. K., and John E. Galvin, “Socialization in Virtual Groups,” Journal of Management 29, no. 2 (2003): 163.

Barker, D. B., “The Behavioral Analysis of Interpersonal Intimacy in Group Development,” Small Group Research 22, no. 1 (1991): 79.

Comer, D. R., “Organizational Newcomers’ Acquisition of Information from Peers,” Management Communication Quarterly 5, no. 1 (1991): 64–89.

Ellis, D. G., and B. Aubrey Fisher, Small Group Decision Making: Communication and the Group Process , 4th ed. (New York: McGraw-Hill, 1994), 57.

Girl Scouts, “Facts,” accessed July 15, 2012, http://www.girlscouts.org/who_we_are/facts .

Hargie, O., Skilled Interpersonal Interaction: Research, Theory, and Practice , 5th ed. (London: Routledge, 2011), 452–53.

Karau, S. J., and Kipling D. Williams, “Social Loafing: A Meta-Analytic Review and Theoretical Integration,” Journal of Personality and Social Psychology 65, no. 4 (1993): 681.

Larson, C. E., and Frank M. J. LaFasto, TeamWork: What Must Go Right/What Must Go Wrong (Newbury Park, CA: Sage, 1989), 73.

Larson Jr., J. R., In Search of Synergy in Small Group Performance (New York: Psychology Press, 2010).

McKay, M., Martha Davis, and Patrick Fanning, Messages: Communication Skills Book , 2nd ed. (Oakland, CA: New Harbinger Publications, 1995), 254.

Myers, S. A., and Alan K. Goodboy, “A Study of Grouphate in a Course on Small Group Communication,” Psychological Reports 97, no. 2 (2005): 385.

Walther, J. B., and Ulla Bunz, “The Rules of Virtual Groups: Trust, Liking, and Performance in Computer-Mediated Communication,” Journal of Communication 55, no. 4 (2005): 830.

Weimer, M., “Why Students Hate Groups,” The Teaching Professor , July 1, 2008, accessed July 15, 2012, http://www.teachingprofessor.com/articles/teaching-and-learning/why-students-hate-groups .

Communication in the Real World Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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The Fundamentals of Small Group Communication

• Scott A. Myers - West Virginia University, USA
• Carolyn M. Anderson - The University of Akron, USA
• Description

The Fundamentals of Small Group Communication provides readers with the fundamentals they need to become functional and productive members of any small group. Readers are introduced to the fundamental issues faced by all small groups (such as socialization, development, ethics, diversity) and the procedures utilized by effective small groups (for example, task accomplishment, decision making, climate).   With a focus on the individual group member, this textbook encourages readers to reflect on how their communication behaviors (e.g., communication traits, verbal and nonverbal communication, listening style) and practices (e.g., their leadership style, their conflict management style) contribute to their current small group experiences.   Intended Audience   This textbook is intended for introductory courses in group communication as found in department of communication studies, leadership, marketing, management, and interdisciplinary studies.

Accompanied by High Quality Ancillaries! An Instructors Resource CD is available to qualified adopters. This Instructor's Resource CD is designed to aid you in using easily The Fundamentals of Small Group Communication . The CD has been created by Scott A. Myers (West Virginia University), Katie N. Dunleavy (LaSalle University), Brianna N. Loy (West Virginia University) and Paul E. Madlock (West Virginia University). Each chapter contains the following ancillary materials: Chapter Outline

• Test Questions
• In-Class Activities
• PowerPoint Slides

A list of paper topics is also provided in the section titled Teaching Resources.

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"For the introductory group communication course, I believe this book would be an excellent choice. Too many small group communication textbooks focus on the group and not the individual in the group. It covers enough material but not in too much depth for a first-year student to understand the basics of small group communication. Additionally, I like the interpersonal approach this text takes in regards to the individual in the small group. Our students need to know how to 'act' in a small group, and this book provides that direction. Moreover, I think the small case studies at the beginning of each chapter will encourage the student to actually read the chapter because they are interesting and relate to our students’ everyday lives."

"I like the approach of this text. Looking at small group communication as a series of interpersonal interactions is a novel approach: Showing students how they are responsible in the interaction—what they have to gain and what they have to lose in the small group—is applicable to the 'real world.' The important terms, concepts, and theories are well thought out, well developed, and presented in a clear and concise manner."

"I really appreciate the book's focus on how the individual contributes to the group communication context. The Fundamentals of Small Group Communication is easy to read, translates research extremely well, and offers students practical information about small group communication that they can use."

Great introduction text to understanding Small Group Communication.

Heard good things from other profs but I found the text to simplistic and repetitive, would not reccommend

The authors avoid jargon and write well. Also, from the start, they encourage class exercises, which allows the students to practice the theory.

This is a text I use for an introductory class on developing psycho-educational groups for offenders. Rather than having students go through a dry process of reading what goes into a group, this text takes the reader on a tour of the dynamics and processes of communication members of a group are exposed to or use. The students seem to "get it" and can easily report back their thoughts on the text. The short, explicit chapters seem to offer greater readability and cover everything I would have wanted in a group (curriculum) development text. It will be interesting to see if the second phase of the course- where students actually develop a group curriculum- revolves around the text.

I really liked the size of the text, ease of reading, and the case studies. Also, I thought first year college students would enjoy and learn from this text. Great information, easy to understand and not too complicated.

Easy to read with good examples.Maybe not suitable for primary text in my course.

The book provides an excellent introduction for a small group communication class. It is reader-friendly and can be easily understood, yet encompasses a rather broad overview of theories related to interpersonal dynamics in small groups. The text provides tools and case studies, that enable a practical understanding of the text. It's a wonderful book, and I am glad to have found it. I will use it in every class related to teams or groups, and perhaps add chapters from it to my organizational introductory courses.

• Contains several chapters not found in other small group communication text­books, such as:  the small group socialization process, communication and person­ality traits, communication ethics, and a synthesis of small group communication concepts. These chapters reiterate the idea that students must first develop an understanding of the role they individually play in a small group.
• Contains separate chapters on group development, roles, leadership, and communication climate, which are topics either superficially discussed in many textbooks or combined as part of another chapter in other textbooks. Addi­tionally, the task chapter distinguishes between decision making and problem solving processes, a distinction not made in many textbooks.
• Contains helpful in-chapter pedagogy:  Each chapter begins with a case study, followed by 5 learning objectives, the chapter content, 5-7 discussion questions, a list of the key terms (with the definition of each term included) identified in the chapter, and a list of the references cited.
• Several chapters contain at least one self-report measure students can complete. These measures (e.g., the Verbal Aggressiveness scale) reiterate the point that for students to become effective group members, they must first develop an understanding of the role they individually play in a small group. By completing these measures, along with the appropriate debriefing questions, students can think about what they bring to any small group experience.
• Because this introductory textbook is not intended for a sole performance course, chapters on public presentations, meetings, and agendas are not included. Instead, an appendix on presentational speaking is included should instructors decide to incorporate an element of presentational speaking into the course.

Sample Materials & Chapters

Chapter 1 - Components of Small Group Communication

Chapter 2 - The Small Group Socialization Process

Chapter 3 - Small Group Member Communication and Personality Traits

For instructors

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Case Study #1

Erika pribanic-smith, department of communication, project description.

My goal was to determine if interventions to improve team cohesion through interpersonal communication would result in better team performance as measured by presentation cohesiveness on the final project. I conducted this assessment in a required course for all majors in the Department of Communication. Initial enrollment for the course was 123 students; four withdrew before the semester ended, and nine additional students stopped attending class but did not drop.

Each semester, students self-select into teams of 6-7 students on the first day of class. Students work in these teams throughout the semester on discussion exercises after lecture, team quizzes, and ultimately, a team presentation. In previous semesters, teams that communicated well with each other delivered excellent presentations, but most delivered the dreaded “patchwork project”; team members independently completed their tasks and then cobbled everything together at the last minute without knowing what others on the team were doing. Furthermore, Student Feedback Surveys indicated that a few students loved the team aspect of the course, but many hated it.

Employing team cohesion literature as well as Decision Emergence and Social Penetration theories, I hypothesized that developing stronger interpersonal ties among teammates via self-disclosure would assist in developing team cohesion, which in turn would motivate students to achieve team goals as a unit and keep each other accountable. I encouraged self-disclosure by developing discussion exercises that required students to come up with examples from their own lives for theoretical application. The disclosures grew more personal over the first half of the semester, starting with “Describe a situation in which you were misunderstood” (General Semantics Theory) and progressing to “Describe a situation in which someone shared your secret or you shared someone else’s” (Communication Privacy Management). A second intervention I employed to improve communication involved guided in-class team meetings, in which I assigned specific tasks related to the presentation assignment and provided instruction on the teamwork behaviors that should be exhibited at that stage of the project.

To measure team cohesion, students completed a team cohesion assessment survey (adapted from a Group Communication textbook’s team cohesion index) at four points during the semester: Week 2, Week 6, Week 10, and Week 14; the index consisted of 20 Likert-scale questions and one open-response question (“Is there anything you’d like to add?”). A Toastmasters list of criteria for group presentation cohesiveness was converted into a rubric for analyzing team performance on the final presentation.

Project Evaluation

Overall, the team cohesion assessment revealed a steady decline in team cohesion from the Week 2 survey to the Week 10 survey, then a spike between the Week 10 and Week 14 surveys. However, the literature recommends assessing team cohesion at both the individual level and the group level, and each level of analysis told a slightly different story in this project. The assessment survey included both individual-level and group-level questions, such that most individual-level questions (e.g., “I identify with the team and its members”) had a group-level counterpart (e.g., “Members of the team identify with the team”). The index of questions that gauged individual team members’ level of connection and commitment to the team demonstrated a relatively even measure of cohesion across the first three surveys with a slight bump in the second survey; the individual-level index rose sharply for the fourth survey. However, the index of questions that asked students to assess their fellow team members’ level of connection and commitment to the team sharply declined from Week 2 to Week 6, stayed nearly the same from Week 6 to Week 10, and then sharply rose by Week 14. In each survey, the individual-level index was higher than the group-level index, though the two indices were closer at Weeks 2 and 14 than in Weeks 6 and 10. (See figure below.)

Significantly, the Week 6 survey coincided with a presentation progress report deadline, and the Week 10 survey occurred around the deadline for teams’ presentation outlines. The open-ended responses at Week 10 in particular indicated that tensions were running high on teams in which students perceived their teammates were not doing their parts to complete the work. The Week 14 survey fell in the middle of presentations, and the overwhelming success of the presentations seems to have generated good will among most of the respondents.

Only one out of the 20 teams failed to score 100 percent on the presentation cohesiveness rubric, for an overall average of 96.4 percent (per Blackboard statistics). Nearly all of the presentations had good flow, consistent visuals (design of each PowerPoint slide), and consistent voice. In most cases, each teammate demonstrated knowledge of what each other teammate was doing. The presentations were tight and well-rehearsed. In short, most teams met the criteria for presentation cohesiveness. However, some went well beyond the Toastmasters criteria. Some teams coordinated their wardrobes; a few even coordinated the size and color of their notecards. Overall, with only one exception, the presentations were engaging and informative. Anecdotally speaking, they were the best presentations I have seen in my seven years teaching theory at UTA. A few even drew enthusiastic ovations from their peers.

Therefore, the class achieved the ultimate goal of cohesive team presentations, and despite dips in the middle, team cohesion was higher at the end of the semester than at the start. I do not believe the self-disclosure intervention affected team cohesion as anticipated, however. Reflections submitted the last week of the semester revealed that several students learned communication is a crucial part of effective teamwork, and some students even indicated that getting to know their teammates made a difference. I think much of that communication and bonding occurred outside of class, though. More significantly, because the team cohesion index increased amid successful presentations, team achievement affected team cohesion more than team cohesion affected team performance. I believe improved communication affected presentation cohesiveness directly rather than affecting team cohesion as a mediating factor .

Though a few students stubbornly insist that teamwork is terrible and they do better work on their own, the end-of-semester reflection responses were overwhelmingly positive, demonstrating that students found the teamwork experience this semester to be not only valuable but also enjoyable. Several students indicated they made close friends or at least expanded their campus network, and some said they loved the class because of their teams. (See responses to the teamwork reflection in Appendix A.)

In sum, I believe the project was successful, not only at improving the team presentations but also at improving most of my students’ ability to work in teams and their view of teamwork in an academic setting.

Despite the successes outlined above, some issues arose that limited the development of team cohesion in some teams and specifically hampered the self-disclosure intervention. These are issues I hope to address in future semesters:

• Several students were absent the first class, and a handful missed the whole first week. Therefore, some students were placed into groups that already had formed and were not able to self-select into teams, and a few of those students were vocal about disliking the teams to which I assigned them. Significantly, the one team that consisted entirely of people who first attended on the second day of class had a disastrous presentation, and direct communication with some of the students on that team revealed they never gelled.
• Attendance throughout the semester became an issue for multiple teams. Based on open-ended survey responses, some students who missed a lot of class did not bond with their teammates as much as students who did attend, and those students also missed a lot of the decision-making and task-planning for the presentation, so they were not as involved or invested in the project as other team members.
• Some teams did not fully and properly engage in the self-disclosure exercises. I eventually discovered that some teams skipped the discussion altogether and just had the person who was providing the real-life example write out the discussion report due at the end of class to save time. Therefore, the members of those teams weren’t learning about each other at all; they just treated the exercise as something they had to turn in for a participation grade. Furthermore, although a different person was supposed to provide an example each time so that everyone was disclosing about themselves, some groups had the same person sharing an example every time.
• Attrition occurred on a handful of teams as some students officially dropped the class or simply stopped coming. Two teams suffered severely; both began the semester with seven members, but one presented with three members at the semester’s end, and another ended the term with only two members. Those few teammates certainly bonded, but their view of the team experience was negative.

Future Direction

Given the general success of this project, I will continue emphasizing communication in future semesters. However, to overcome some of the issues I encountered this semester, I will make a few changes.

• I feel self-selection works great for the most part. However, I will shift team selection to the second day of class to reduce the number of students who are absent at the time of selection and do not get to select their own teams.
• I will monitor the self-disclosure exercises more closely to ensure that teams are a) actually discussing and b) distributing the self-disclosure across team members more evenly. Though it will make attendance record-keeping more difficult and eliminate a valuable check on students’ understanding of the concepts, I will consider doing away with the written report so that students are more focused on the discussion and not just submitting something for a grade.
• I will have more in-class team meetings. We only had three this semester, and they were in the last half-hour of quiz days because I knew most students would be present for the quizzes. Some students stated in their open-ended responses that coordinating schedules outside of class was difficult, though, and they wished we had some full class periods designated for team work. Therefore, I will work some full-class work days into the schedule next time. Deadline stress and failure of teammates to contribute seemed to hamper team cohesion more than anything else, but hopefully having more time to work together in person will increase participation in the project and decrease tension. Doing so in class also will give me more opportunity to guide their communication and teamwork behaviors.
• Some students still will skip class and fail to become a true part of the team or contribute meaningfully to the project. Therefore, I will do more to monitor and alleviate those situations earlier in the semester. Some teams exercised their ability to “fire” team members after the outline, but others didn’t realize or remember that was an option and complained that they presented with teammates who hadn’t contributed to the research and writing. Furthermore, teams only exercised the firing option after the outline was due; none did so earlier in the semester. I believe completing a large component of the project with dead weight increased tension and decreased team cohesion. I will make sure at every checkpoint that students remember they can remove teammates who are not participating in the project, and I will increase the number of peer evaluations students complete to facilitate this process. After they present, students complete a peer evaluation that evaluates each teammates’ cooperation, timeliness of contribution, preparation (research, writing, selecting/producing visuals), and presentation performance. I considered implementing a modified version of that evaluation at each checkpoint but decided against it because I didn’t want students to confuse the peer evaluations with the team cohesion assessments or become overwhelmed with paperwork. I will discontinue the team cohesion assessments, though, and have students complete peer evaluations more frequently instead. These will alert me to issues earlier while encouraging students to think critically about their teammates’ contributions throughout the process and take action as needed. Hopefully issues coming to light sooner will enable me to combine teams that may end up with few members well before the presentation.

Reflection: What is the most important thing you learned about teamwork this semester? (unedited responses)

Be flexible when working with everyone’s schedules

Being ahead of the curve.

being flexible and allowing others to contribute

Coming together in person can make a lot of things a lot simpler as opposed to doing it all online

Communication is the key for a successful team environment.

Communication so the team can adjust to fit everyones’ needs.

Don’t let negativity ruin a good presentation.

Everybody has to work together toward the team’s goals. One person can’t carry the team effectively and if one or more people don’t do their work it make the rest of the team’s jobs much harder and more frustrating. With that said, when people do actually participate it helps to bond those members together and make a better, cohesive, end project.

How to collaborate

How to communicate & get things done on time by planning as a team.

How without fail, working as a team is awful.

I didn’t learn it because I already knew it, but the most important thing I already know is that I work better alone and I still really don’t like group work with random people.

I know now to be here the first day of class, so I can pick my own group members considering I have to pay over a thousand dollars a class.

I learned how to better understand people’s opinions and what they had to say about the issues we were talking about.

I learned that a lot of the time someone on the team will not put in as much effort and will just float along in which the other members will have to carry the extra weight.

I learned that if everyone is on the same page and at least somewhat dedicated to the end goal, the group work will be successful and maybe even enjoyable, which contradicted my previous ideas of group work.

I learned that if you set up expectations for how you want your team to work, it will be more successful.

I learned that most people are not willing to work on teams no matter how old they are or the level of education they have.

I learned that working on big teams is difficult and its important to find meeting times.

I learned that you cannot expect the same amount of effort from each team member, but that oftentimes other members of the team will step up and fill the gaps made. The best strategy for success is to work well with those who demonstrate a willingness to give their time and effort to making the project the best it can be.

If you don’t get to know the people you are in a group with, it makes it hard to work with them.

It definitely takes a lot of work to make your team effective. You must always put in effort to try to restructure your schedule so everyone can meet. You also have to trust and depend on one another.

It is tough to have all team members focus on a task and be organized, especially when we each have much more going on in our lives, but as long as we all communicate well the job can definitely be done. Communication is key, for sure.

Leaders shape the future, and every team needs a strong leader to succeed.

Learning to speak up and state my own opinion even when I’m not entirely confident. Communication and openness is key in order to fully thrive in a group project. I enjoyed my group and the time we spent working together. I consider them my friends.

making new friends 🙂

Making sacrifices to achieve the big picture the team set out to attain.

Most people do things last minuet and you can’t make anyone do anything on your time frame.

Not everyone is going to do their part, but what counts is that the other members have the integrity to step up and cover the people who are slacking.

Organization is important

Planning and communication are key

Sometimes, you gotta pick it up and be leader.

Start the team project ahead of time and not wait until last minute because then you might get some team members that do not contribute.

Teams hold me down and block me from my shine  I learned I don’t work well well with others. But the assignment was cool. Groups make my head hurt

that communication is very important

That everyone needs to do their part to make the team run smoothly. Also, communication is key.

That google docs saves lives. It is very easy for everyone to be working on the same slides at once and that automatically save once you stop typing so nothing gets lost.

That some people are disrespectful. I also learned that others are extremely respectful. Projects definitely can’t be pushed back to the last minute. I also learned that understanding concepts after a lesson were much easier to understand working in a group because we were able to apply them to things we knew in real life.

That time is a key concept in getting things done in the time allotted, giving us the opportunity to finish our work thoroughly to where we have time to go over it a second time.

That time managing is essential to being prepared.

That we all have busy lives and we all work differently but we all trusted each other and that we would get all of our parts done, not micro manage each other and it would all workout.

The important thing I learn is that communication is one of the most important things to make a team successful. We kicked a few people out of our team because they did not execute their role as agreed. Once they were notified they were kicked out they were offended because the rest of the team did not understand their personal life situations, nonetheless, they never spoke about the problems they had at all to maybe find an alternate way as a team to complete each task as we had agreed to. We could not help them at the end nor feel empathic because they were not communicating with us how they said they were. Everyone was open about their situations they had going on outside of class, either school related, work or even personal but those people never did. They would agree to everything and say they would do it but at the end they did not and we did not feel compassionate about it because they never once did communicate anything about the possible encounters they could have or had been facing.

The longer we worked together the more stuff we had in common and accomplished our goals.

The most important thing I learned about being on a team is that unplanned circumstances happen and you have to be ready for them.

The most important thing I learned about working in a team is that sometimes, you can’t count on everyone to keep their word.

The most important thing I learned about working with a team this semester was planning and working around difficult schedules, improvising to get the job done.

The most important thing I learned from working in a team, was mostly time management and working together to achieve the same goal. Our theory had a lot to do with how our team functioned so it was nice to incorporate the two together.

The most important thing I learned on this team is that its best to not be last minute about things but to be ahead of things.

The most important thing I learned this semester about working in a team is how busy schedules can impact your plans. This led to working even harder in finding the best solution, where sometimes it meant dividing up who meets up on one day and who the other, with some meeting both days. Figuring out schedules can be the most daunting task but it can easily have a solution if you begin making a plan.

The work gets done when everyone is involved!

Things move better when you work together

This has been one of my favorite classes yet and I am thrilled to have gotten to meet every member in my group. I personally believe we will all never forget each other.

This semester i learned that even in a college setting where everyone is here to learn and get a good grade you may still encounter other that don’t play well. Sometimes it takes someone to be the bigger person and groom the team to just understand that we are all here just to get the job done.

To be more assertive in all aspects of my life.

To listen more than anything because there are so many things to learn and value about one another. We all come different places but somehow we all ended up in the same group! I love my team!!

To make sure that I am available to the team and to organize my time around the team’s schedule so as to make sure we get everything done.

to properly plan and create timetables for the group assignment.

We’re all different and unique, but yet we all think as one, all have the same mindset in order to reach our goal for this semester.

When everyone puts out and carries their own responsibilities like they should, the team can take ideas and form them into what we need, be it for an assignment or anything else.

Working in a big team is difficult but if at least most of the members coordinate to work towards the same goal then the team can create a fantastic piece of work.

Working in a team requires a lot of organization and patience. Now that we are in college, we all have different schedules and sometimes is hard to contact each member of the group however it’s not impossible. I have seen many people with busy schedules and still made the effort to contribute to the team. I have learn that we must be willing to work hard, have patience, and organization in order to have a strong contributing team. I am glad this class requires to grade our members because in that way I can show the great or minimal effort that each member did on the project.

You have to be willingly to sacrifice your schedule in order to work effectively with a team.

You need to be patient with people, but you can’t be a pushover.

Teamwork: An Open Access Practical Guide - Instructor Companion Copyright © 2020 by Andrew M. Clark and Justin T. Dellinger is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Master of Advanced Studies in INTERCULTURAL COMMUNICATION

Case Studies in Intercultural Communication

Welcome to the MIC Case Studies page.

Here you will find more than fifty different case studies, developed by our former participants from the Master of Advanced Studies in Intercultural Communication. The richness of this material is that it contains real-life experiences in intercultural communication problems in various settings, such as war, family, negotiations, inter-religious conflicts, business, workplace, and others. 

Cases also include renowned organizations and global institutions, such as the United Nations, Multinationals companies, Non-Governmental Organisations, Worldwide Events, European, African, Asian and North and South America Governments and others.

Intercultural situations are characterized by encounters, mutual respect and the valorization of diversity by individuals or groups of individuals identifying with different cultures. By making the most of the cultural differences, we can improve intercultural communication in civil society, in public institutions and the business world.

How can these Case Studies help you?

These case studies were made during the classes at the Master of Advanced Studies in Intercultural Communication. Therefore, they used the most updated skills, tools, theories and best practices available.   They were created by participants working in the field of public administration; international organizations; non-governmental organizations; development and cooperation organizations; the business world (production, trade, tourism, etc.); the media; educational institutions; and religious institutions. Through these case studies, you will be able to learn through real-life stories, how practitioners apply intercultural communication skills in multicultural situations.

Why are we opening our "Treasure Chest" for you?

We believe that Intercultural Communication has a growing role in the lives of organizations, companies and governments relationship with the public, between and within organizations. There are many advanced tools available to access, analyze and practice intercultural communication at a professional level.  Moreover, professionals are demanded to have an advanced cross-cultural background or experience to deal efficiently with their environment. International organizations are requiring workers who are competent, flexible, and able to adjust and apply their skills with the tact and sensitivity that will enhance business success internationally. Intercultural communication means the sharing of information across diverse cultures and social groups, comprising individuals with distinct religious, social, ethnic, and educational backgrounds. It attempts to understand the differences in how people from a diversity of cultures act, communicate and perceive the world around them. For this reason, we are sharing our knowledge chest with you, to improve and enlarge intercultural communication practice, awareness, and education.

We promise you that our case studies, which are now also yours, will delight, entertain, teach, and amaze you. It will reinforce or change the way you see intercultural communication practice, and how it can be part of your life today. Take your time to read them; you don't need to read all at once, they are rather small and very easy to read. The cases will always be here waiting for you. Therefore, we wish you an insightful and pleasant reading.

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A Case Study of Group Communication Patterns in a Large Project Software Engineering Course

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Students interact with each other in order to solve computer science programming assignments. Group work is encouraged because it has been proven to be beneficial to the learning process. However, sometimes, collaboration might be confused with dishonest behaviours. This article aimed to quantitatively discern between both cases. We collected code similarity measures from students over four academic years and analysed them using statistical and social network analyses. Three studies were carried out: an analysis of the knowledge flow to identify dishonest behaviour, an analysis of the structure of the social organisation of study groups and an assessment of the relationship between successful students and social behaviour. Continuous dishonest behaviour in students is not as alarming as many studies suggest, probably due to the strict control, automatic plagiarism detection and high penalties for unethical behaviour. The boundary between both is given by the amount of similar conten...

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Social networks and project-led education are two research topics that have been increasing over the last years. This paper is focused on application of social network analysis on a social network-based project, developed for an engineering course of University of Minho, which followed the project-led education methodology. The study aims at analyzing the importance of adapting social network analysis techniques to evaluate students that work on social network-based projects. The results showed the ties between the participants and enabled the identification of the project and students’ behavior, features relevant for evaluation of the students’ work, as well as for the project’s structure and organization design and management.

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A Case Study of Group Communication Patterns in a Large Project Software Engineering Course

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Effective Group Communication

My group is a youth group that has twelve members and we mainly focus on doing community work such as visiting both adults and children homes and cleaning among many others. In our group, one can ask what makes our group effective in its functions and conducting its affairs.

Some of the factors that fosters the effectiveness of our group includes effective communication among our members, well and clearly defined goals, commitment to the group’s mission, good leadership and committed members. With the above mentioned factors the group has been a success. Other factors include the relationships developed among the group members which are positive and this encourage the people to work together and sound decision making process where every person is involved. Though all these factors contribute to the effectiveness of the functioning of the group, the most important of all is communication because it can be clearly seen that without communication and most likely effective communication, the set goals could not be laid down and implemented due to a hindrance or barrier which is communication. Without it, it would be difficult to unite the members and also communicate the objectives of the group.

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With effective communication, it has been observed that unity in the group has been cemented and this has allowed the growth of the group as the individuals who make up the group have established meaningful relations all as a result of effective communication (Johnson, & Johnson 2009). From this, we can strongly conclude that for effective functionality, performance and continuity of any group, the most important determinant factor is effective communication. Group communication can be defined as the sending of a message by a group member to one or more receivers with the conscious intent of affecting the receivers’ behavior (Johnson, 2006) for instance when a group member asks how the finances are eing used thus prompting the treasure to respond. Effective communication can be explained as where the receivers interpret the sender’s message in the same way the sender intended it (Johnson, 2006). In our group, communication is of great value as through it we foster our goals and objectives and also achieve them. When communicating to the members, an interactive session is encouraged as this allows the members to ask questions which allow the speaker to clarify their information.

An interactive session also allows for the group members to get to discuss on issues facing the group and therefore through such a discussion, solutions do arise which some are implemented. Both verbal and non-verbal communication is of interest to the group as these help to tell a lot about the members during the conveying of the messages.The use of charts and graphs to demonstrate the requirements for the group is also used as this allows for the better understanding of the information being conveyed to the members. The members also take notes which they can use to refer to later for better understanding of the information that was being conveyed. To further the effectiveness of the group, through communication, it is ensured that all the members understand what they and the others need to do to accomplish an assignment, and also know their individual positions in the functioning of the group. Therefore, I can say that with effective communication, our group becomes more effective in its mandate.

The definition of the roles and responsibilities of the group members is an important way that is used to ensure that the group is well coordinated and appropriately functioning. In this case, each member is given a particular task and it is clearly laid down what it is they are to achieve. For instance, in my group when it is assigned to one member the duty of ensuring that they will conduct the next meeting, it is thhen explained to you what you will be required to discuss about in the meeting and how long you should take. This therefore allows the member to prepare in advance for their duty and through this system of defining ones role, I have observed that meetings are conducted quite professionally and they are very time conscious. According to Kennet, (2008), defining of roles has also been effective in the management of the group as the leaders have clearly defined roles which enable one to fully concentrate on their duty. The case of delegation of duties has eased the workload in the group which has in turn increased the efficiency of performance of the group.

For example, appointing a secretary has enabled the group to have only one person in particular handling the writing of letters, signing of documents and also in charge of sending messages to members of upcoming events.This process of defining a member’s role has effectively curbed the issue of conflict among the members because it is the members who choose whom they deem appropriate to conduct a certain activity (Kennet, 2008). Also, with well defined roles, one cannot interfere with the work of a different member as every person given a duty is responsible for the results. When it comes to the leadership of the group, the role of the chairperson is to oversee the running of the group and hold it together. The role of the treasurer is to keep a check on the clubs finances and also come up with innovative ways of raising funds.

Activities such as indoor games, hiking or visiting the museum bring the members close to each other and such activities help to foster the clubs effectiveness. In conclusion, the effectiveness of our group mainly depends on how good our communication is among the members, how well our roles are defined and the task we do that bring us close to each other therefore a better understanding of our group and its objectives.

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5.1: Preface: Learning with Case Studies

Learning objectives.

• Identify the use of case studies in learning scenarios
• Describe the types of case studies available for learning use

Case Studies: Definition and Uses

Case studies are detailed “stories” about a business situation that allow us to consider a number of aspects of the business world:

• the diversity of everyday business situations we might encounter;
• the seriousness of some of the dilemmas business professionals routinely deal with;
• the consequences involved if a difficult situation is mishandled (if those involved do or say the wrong thing);
• the difficulty to choose the best response in a complicated business situation (sometimes, there is no ideal solution, and we might have to choose the least damaging solution instead).

These “stories” typically provide detailed information about the business situation in question, the problem encountered, how it was approached, and to what results. They can be shorter or longer, and strictly descriptive (most cases used for training purposes in college tend to be descriptive, and students are asked to analyze them) or analytical (some academic case studies provide analysis, too, and they might also make suggestions regarding better ways to address similar situations in the future). For instance, an academic article tracing Target’s failure to operate in Canada (2013-2015) would summarize in detail the facts of the case and analyze where the company went wrong; it might also suggest what the company should have done instead to secure a place on the Canadian market.

Professionals in different fields often use case studies as part of their research into various issues of interest for their organization (for instance, when they decide to launch a new product and/or service and want to learn from other companies’ success/failure before they plan their course of action). In college/university courses, case studies are used in order to connect the course material more effectively to the types of tasks the students will have to perform at work once they graduate.

Main advantages of learning with case studies — in general and in COMM 6019 :

• Case studies allow us to apply the theoretical knowledge we have acquired, so we can see how we can take advantage of our knowledge in everyday business situations.
• Case studies encourage critical thinking and collaborative learning.
• Based on what we know about professional business communication, we can use case studies to assess situations, examine options, trace a course of action for each option, and decide which might be the best. In so doing, we have to keep our focus on our goal.
• For each case study, we should try to make suggestions that would allow those involved to reach their goal, if possible, or get as close to their initial expectations as possible.
• people who are equally valuable in an organization might have very different leadership, management, or communication styles – and they might fail to appreciate each other for these reasons;
• depending on our boss and coworkers’ personality, background, and preferences, different approaches must be taken to ensure success (a direct approach might work with some of them, whereas others might prefer an indirect approach; there might also be situations when certain issues should not be brought up at all in order to avoid making a bad situation worse;
• choosing the wrong words in expressing an idea might have serious consequences for our career, even if we had the best of intentions in initiating contact with the other person(s) involved and did not mean to offend anyone.

Approaching Case Studies Analytically and Making Suggestions

Understanding the situation.

Whenever we work with a case study, we should take an analytical approach. First, we should make sure we understand the situation clearly. That includes identifying the following:

1. The problem/ issue:

What is the problem, exactly? In complex business situations, this question might not be as easy to answer as it seems. For example, there might be several problems involved, and trying to solve them all or treating them all as equally important might cause us to get lost in details and give insufficient attention to the one issue that might have the most damaging effect on our organization. In identifying the problem, we need to clearly distinguish between major concerns and peripheral aspects.

2. The context/background:

What caused the problem? Again, the answer might not be easy to formulate. There might be multiple causes, and some might have had more impact than others. Some of these causes might be out of anyone’s control: unpredictable market fluctuations due to natural disasters, etc. Others might be mistakes people made: lack of foresight in analyzing the market, communication problems, etc.

We also need to analyze the context in terms of the options available in addressing the problem. For example, the context might not allow for a certain type of approach (some obvious examples would be differences in legislation or in cultural norms between different countries).

3. The key aspects/facts of the situation:

Again, distinguishing between major and minor aspects might not be an easy task. Making this distinction might be particularly difficult for people who are directly involved in the situation. This may seem counterintuitive, but if, say, a project leader is more invested in some parts of a project than others for whatever reason, he/she might not be able to judge the key facts correctly in a crisis.

4. The decision-maker’s priorities and goal:

We need to understand exactly what the decision-maker is hoping to achieve, as well as what he/she can – realistically – achieve. We also need to understand the decision-maker’s and the company’s priorities. Caution is recommended here: the decision-maker might not be aware that there is a mismatch between the goal he/she has set and the company’s priorities. If that is the case, our recommendations may have to include cautious explanations that might help the decision-maker redefine his/her goal.

Analyzing Options

Next, we should try to see how many options the decision-maker might have. The key question at this stage is the following: Can the problem be solved (can all negative aspects or effects be completely eliminated) or is reducing the negative effects the best we can hope for?

Many professionals sometimes make a situation worse because they naïvely assume that every conflict or problem can be completely eliminated, in all its overt and hidden implications/ consequences. Thus, they set the wrong goal (an unreachable goal ) and choose their strategies based on that goal. In such situations, the results can be disastrous – financial losses, loss of reputation, etc. — because resources will be wasted on aspects that were hopeless to begin with. Setting a more realistic goal (say, to improve specific aspects of the situation in a limited, achievable way) would allow decision-makers to select the right strategies to reduce losses as much as possible, and to get the most out of the resources available.

Presenting Persuasive Suggestions

Finally, after analyzing the situation and the available options, case studies allow us to present and motivate our recommendation as we would at work. To make our recommendation persuasive, we should offer several options (typically, at least two or three) and discuss them in detail, to show that the one we recommend is the most likely to lead to a positive outcome.

Here are some aspects to consider in choosing the solutions we should discuss and then selecting the best one:

• If other decision-makers involved seem to favour an approach with which we disagree, we need to include that approach as one of the options, analyze it, and show that it will have limited success or that it comports serious risks.
• Potential improvements, as well as potential risks need to be discussed in detail for the solution we want to recommend, too. If we do not mention some obvious drawbacks of the solution we support, we can lose our credibility.
• The idea is to show that we have carefully weighed all relevant options and that we chosen the option that seems to be the most advantageous.

Case Study Work in COMM 6019 and Workplace Applications

Depending on your course section and professor, you might have to do more or less case study-related work in this course, but you are likely going to be asked to complete at least two case study-related assignments. Specifically, your professors might use information from case studies to create scenarios for your written assignments, or they may ask you to find and/or analyze case studies specific to your field, always with a focus on communication aspects. Case study elements can also be used in the Research Report, although they are not mandatory.

Our work with case studies in COMM 6019 is meant to help you assimilate the necessary strategies in analyzing any business situation (from a communication perspective, as well as in general). This experience will prove particularly useful when you are asked to complete analytical reports and recommendation reports at work. Any routine business situation, as well as any crisis, can be analyzed in this manner to make sure we arrive at the best decision.

Whenever you are assigned this type of task in the workplace, make sure you understand what you are expected to do and that you do just that:

• In some cases, you might be asked for a recommendation, whereas in others you might just be asked to analyze options.
• If you are asked to analyze options, you can still explain which option you think is best, to show initiative – but only if you think your reader(s) would be open to accepting a recommendation. (Some upper-management employees might think that you are overstepping your mandate if you do that. Always consider your primary audience carefully when you make such decisions.)

In courses focused on field-specific skills, professors usually use complex case studies, and the students are expected to produce lengthy case study-related assignments (reports). Thus, the case studies provided to students would be at least 4 pages long (usually much longer), and the reports the students would be expected to write might be 2000-word reports that include information from several research sources.

In COMM 6019, our focus is on teaching students how to analyze situations and make recommendations in objective language and without saying anything that might be perceived as unnecessarily negative, insensitive, or offensive . To this end, we typically use short case studies and short articles reporting various real-life business/professional incidents  as “prompts” for assignments – to help you understand what kinds of problems professionals have to deal with in the business/professional world and what might be the best approach from a communication perspective . Your professors might also ask you to read a longer, more complex case study but focus on just one particular aspect of the situation instead of providing a full-length case study analysis (a long report). This is meant to stimulate your critical thinking skills while maintaining the focus on the main objective of this course – helping students to acquire the writing and communication techniques they need in order to make their case effectively in any business situation, however difficult/ sensitive.

A Sample Case Study

Here is an example of a case study we might use in a Professional Communication class:

• https://www.iveycases.com/ProductView.aspx?id=35525

This is a tricky case study – as case studies usually are. In class discussions, some students rush to suggest that the two business people involved should set up a meeting and solve their financial disagreements immediately, so that they can work together on the new task they have been assigned. However, a more careful analysis of the case study would show that this is a naïve approach. The details provided about the two individuals’ educational background, personality, work history, and history of business conflict (including a lawsuit!) clearly indicate that they won’t be able to “solve the problem” in a meeting (or two, or ten). Therefore, what they need to do is agree to focus on the new task and never mention their previous problems in meetings related to the new task, allowing the old conflict to be solved in court.

Once this aspect of the situation is clarified, a good way to use this case study for an assignment in COMM 6019 would be to ask students to pick one of the two business professionals and write a short recommendation report from a Communication perspective, advising the person of their choice that the best way to approach the situation is to keep the old conflict and the new task separate. To be persuasive and useful, the report would have to include the following sections:

• an analysis of the situation, explaining why this is the best option;
• a section of detailed suggestions concerning exactly how the person they are advising should behave, exactly what he should say, etc.

In order to help you to understand a little better the relevance of the content studied in this course for the work you will do as professionals, your professors may relate case studies or media coverage of business/ professional/ corporate incidents to any number of themes covered in this course, from effective social media use to workplace diversity and intercultural communication to employment interviews.

Case Studies and Workplace Communication: Quick Example

Here is an example of a costly communication mistake concerning the channel of communication chosen by the sender of the initial message and the role the receiver decided to assume — a mistake with serious international consequences, as you are about to see.

You might have heard that Hillary Clinton is assumed to have lost quite a few votes in the US election in 2016 after some emails exchanged between individuals in high-ranking positions in her campaign were “leaked” as a result of hacking. According to a December 2016 New York Times article, FBI agent Adrian Hawkins called the Democratic National Committee in September 2015 to warn them that their computers are being hacked by “The Dukes,” a cyberespionage team linked to the Russian Government. He was transferred to the Help Desk and spoke to Yared Tamene, a tech-support contractor working for the DNC, who did a routine check of the DNC computer system logs to look for evidence of a cyberattack and did not find any.

Tamene was not an expert in cyberattacks, and “The Dukes” appear to be a sophisticated group – they are suspected of having hacked the unclassified email systems of the White House and the State Department, among other cybercrimes. Apparently, Tamene was not sure if Hawkins was a real FBI agent or an impostor – sohe  did not conduct a more thorough search for signs of hacking and did not transmit the information to higher-ranking DNC officials, although Special Agent Hawkins called repeatedly, over several weeks.

You can read a New York Times article on this topic here if you are not familiar with the incident:

• The Perfect Weapon: How Russian Cyberpower Invaded the U.S . (https://www.nytimes.com/2016/12/13/us/politics/russia-hack-election-dnc.html?_r=0)

It is easy to see that several communication mistakes are to blame for the fact that the cyberattack was not stopped right away. Most importantly,

• The FBI agent spoke on the phone with a tech desk employee instead of setting up an official face-to-face meeting with a top DNC official (he made a serious error in choosing the channel of communication and the person to contact).
• The tech desk employee acted as a gatekeeper for the message although he was not competent to assess the validity of the warning (he made a serious error in judgement).

Since Hillary Clinton won the popular vote (by 2.8 million votes) and was narrowly defeated in several key states, many political commentators have argued that if even one mistake of this type had been avoided, she could have been the President of the U.S. instead of Donald Trump. Imagine what this public perception might mean for the future career of the F.B.I. agent or for that of the tech desk employee involved. Even communication mistakes of a much lower magnitude can get employees into serious trouble. At the very least, they would lose any chance at promotions. Consequences might also include being fired and, perhaps, becoming unemployable in their field. (Who would take a chance on a potential employee with this kind of work history?)

Additional  Case Study Examples

A list of case studies in Astronomy, Biochemistry, Bioinformatics, Chemistry, Ethics, Evolution, Genetics, Behavior, Biology, Botany, Ecology, Epidemiology, Health Sciences, Microbiology, Phylogenetics, Physiology, Physics,  and other disciplines:

• http://bioquest.org/icbl/cases.php 

National Centre for Case Study Teaching in Science: The purpose of this center is to “promote a nationwide application of active learning techniques to the teaching of science, with a particular emphasis on case studies and problem-based learning” (quotation from front page of the official website). This resource contains many cases in all areas of science:

• http://sciencecases.lib.buffalo.edu/cs/ and, more specifically:
• http://sciencecases.lib.buffalo.edu/cs/collection/

MERLOT II: Multimedia Educational Resource for Learning and Online Teaching: You can have access to many cases in various disciplines by doing a search with the key phrase: “case studies”.

• https://www.merlot.org/merlot/index.htm

Stanley, E., (n.d.). Investigative case based learning examples, SERC Pedagogic Service Project: Several cases are provided and some of the Earth Systems topics are in atmosphere, biosphere, climate, Earth’s cycles, human dimensions, hydrology and surface processes.

• http://serc.carleton.edu/introgeo/icbl/examples.html

Ryerson University – The Teaching and Learning Office – Teaching Methods for Case Studies: This is a pdf file with information on how to pick a case study, how to prepare students for it, the importance of knowing students’ abilities and needs, how to lead the discussion, what types of questions to be asked, and the evaluation process.

• http://www.ryerson.ca/content/dam/lt/resources/handouts/CaseMethodBestPractices.pdf

Boston University – Center for Teaching and Learning – Using Case Studies to Teach: This website has a brief introduction on case study use to teach: common elements in case studies, advantages in using them in class, guidelines for using them, how to lead a case discussion and how to evaluate performance.

• http://www.bu.edu/ctl/teaching-resources/using-case-studies-to-teach/

The case directory of Western University’s Ivey Business School:

• https://www.ivey.uwo.ca/internationalbusiness/resources/published-cases/case-directory/http://www.bu.edu/ctl/teaching-resources/using-case-studies-to-teach/

Key Takeaways

• Case studies allow for complex learning activities that stimulate the development of higher-order cognitive skills such as critical thinking in students
• Analyzing a case study (and any business situation) involved understanding the problem/ issue, the context of the problem, the key aspects of the situation, and the decision-maker’s priorities and goal.
• In making suggestions, we should always start by carefully assessing what is achievable and what is not — to avoid directing resources at issues that can’t be solved. We should also make our suggestions in clear, objective language, being careful to avoid careless and unnecessarily negative comments.

Additional resources for case study-based learning:

Brown University, (n.d.). Case Studies. Retrieved April 13, 2017 from:

https://www.brown.edu/about/administration/sheridan-center/teaching-learning/effective-classroom-practices/case-studies  

Davis, C., and Wilcock, E. (2003). Teaching materials using case studies. In UK Centre for Materials Education: Working with you to enhance the student experience. Retrieved on April 18, 2017 from:

http://www.materials.ac.uk/guides/1-casestudies.pdf

Stanford University Newsletter on Teaching, (1994). Teaching with case studies. In Speaking of Teaching, 5(2), 1-4. Retrieved on April 13 2017 from:

https://web.stanford.edu/dept/CTL/Newsletter/case_studies.pdf

Stanley, E., (n.d.). Using Investigative Cases. SERC Pedagogic Service Project. Retrieved on April 18, 2017, from:

http://serc.carleton.edu/introgeo/icbl/index.html

The BioQuest Library IV, (1996). Planning for case-based learning. Retrieved on April 18, 2017, from:

http://bioquest.org/lifelines/PlanningStages.html#structure

Advanced Professional Communication Copyright © 2021 by Melissa Ashman; Arley Cruthers; eCampusOntario; Ontario Business Faculty; and University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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1. WHAT IS TECHNICAL COMMUNICATION?

1.4 Case Study: The Cost of Poor Communication

No one knows exactly how much poor communication costs business, industry and government each year, but estimates suggest billions.  In fact, a recent estimate claims that the cost in the U.S. alone are close to $4 billion annually! [1] Poorly-worded or inefficient emails, careless reading or listening to instructions, documents that go unread due to poor design, hastily presenting inaccurate information, sloppy proofreading — all of these examples result in inevitable costs. The problem is that these costs aren’t usually included on the corporate balance sheet at the end of each year; if they are not properly or clearly defined, the problems remain unsolved.

You may have seen the Project Management Tree Cartoon before ( Figure 1.4.1 ); it has been used and adapted widely to illustrate the perils of poor communication during a project.

The waste caused by imprecisely worded regulations or instructions, confusing emails, long-winded memos, ambiguously written contracts, and other examples of poor communication is not as easily identified as the losses caused by a bridge collapse or a flood. But the losses are just as real—in reduced productivity, inefficiency, and lost business. In more personal terms, the losses are measured in wasted time, work, money, and ultimately, professional recognition. In extreme cases, losses can be measured in property damage, injuries, and even deaths.

The following “case studies” show how poor communications can have real world costs and consequences. For example, consider the “ Comma Quirk ” in the Rogers Contract that cost $2 million. [3]   A small error in spelling a company name cost £8.8 million. [4]   Examine Edward Tufte’s discussion of the failed PowerPoint presentation that attempted to prevent the Columbia Space Shuttle disaster. [5] The failure of project managers and engineers to communicate effectively resulted in the deadly Hyatt Regency walkway collapse. [6]   The case studies below offer a few more examples that might be less extreme, but much more common.

In small groups, examine each “case” and determine the following:

• Define the rhetorical situation : Who is communicating to whom about what, how, and why? What was the goal of the communication in each case?
• Identify the communication error (poor task or audience analysis? Use of inappropriate language or style? Poor organization or formatting of information? Other?)
• Explain what costs/losses were incurred by this problem.
• Identify possible solution s or strategies that would have prevented the problem, and what benefits would be derived from implementing solutions or preventing the problem.

Present your findings in a brief, informal presentation to the class.

Exercises adapted from T.M Georges’ Analytical Writing for Science and Technology. [7]

CASE 1: The promising chemist who buried his results

Bruce, a research chemist for a major petro-chemical company, wrote a dense report about some new compounds he had synthesized in the laboratory from oil-refining by-products. The bulk of the report consisted of tables listing their chemical and physical properties, diagrams of their molecular structure, chemical formulas and data from toxicity tests. Buried at the end of the report was a casual speculation that one of the compounds might be a particularly safe and effective insecticide.

Seven years later, the same oil company launched a major research program to find more effective but environmentally safe insecticides. After six months of research, someone uncovered Bruce’s report and his toxicity tests. A few hours of further testing confirmed that one of Bruce’s compounds was the safe, economical insecticide they had been looking for.

Bruce had since left the company, because he felt that the importance of his research was not being appreciated.

CASE 2: The rejected current regulator proposal

The Acme Electric Company worked day and night to develop a new current regulator designed to cut the electric power consumption in aluminum plants by 35%. They knew that, although the competition was fierce, their regulator could be produced more affordably, was more reliable, and worked more efficiently than the competitors’ products.

The owner, eager to capture the market, personally but somewhat hastily put together a 120-page proposal to the three major aluminum manufacturers, recommending that the new Acme regulators be installed at all company plants.

She devoted the first 87 pages of the proposal to the mathematical theory and engineering design behind his new regulator, and the next 32 to descriptions of the new assembly line she planned to set up to produce regulators quickly. Buried in an appendix were the test results that compared her regulator’s performance with present models, and a poorly drawn graph showed the potential cost savings over 3 years.

The proposals did not receive any response. Acme Electric didn’t get the contracts, despite having the best product. Six months later, the company filed for bankruptcy.

CASE 3: The instruction manual the scared customers away

As one of the first to enter the field of office automation, Sagatec Software, Inc. had built a reputation for designing high-quality and user-friendly database and accounting programs for business and industry. When they decided to enter the word-processing market, their engineers designed an effective, versatile, and powerful program that Sagatec felt sure would outperform any competitor.

To be sure that their new word-processing program was accurately documented, Sagatec asked the senior program designer to supervise writing the instruction manual. The result was a thorough, accurate and precise description of every detail of the program’s operation.

When Sagatec began marketing its new word processor, cries for help flooded in from office workers who were so confused by the massive manual that they couldn’t even find out how to get started. Then several business journals reviewed the program and judged it “too complicated” and “difficult to learn.” After an impressive start, sales of the new word processing program plummeted.

Sagatec eventually put out a new, clearly written training guide that led new users step by step through introductory exercises and told them how to find commands quickly. But the rewrite cost Sagatec $350,000, a year’s lead in the market, and its reputation for producing easy-to-use business software.

CASE 4: One garbled memo – 26 baffled phone calls

Joanne supervised 36 professionals in 6 city libraries. To cut the costs of unnecessary overtime, she issued this one-sentence memo to her staff:

After the 36 copies were sent out, Joanne’s office received 26 phone calls asking what the memo meant. What the 10 people who didn’t call about the memo thought is uncertain. It took a week to clarify the new policy.

CASE 5: Big science — Little rhetoric

The following excerpt is from Carl Sagan’s book, The Demon-Haunted World: Science as a Candle in the Dark, [8] itself both a plea for and an excellent example of clear scientific communication:

The Superconducting Supercollider (SSC) would have been the preeminent instrument on the planet for probing the fine structure of matter and the nature of the early Universe. Its price tag was $10 to $15 billion. It was cancelled by Congress in 1993 after about $2 billion had been spent — a worst of both worlds outcome. But this debate was not, I think, mainly about declining interest in the support of science. Few in Congress understood what modern high-energy accelerators are for. They are not for weapons. They have no practical applications. They are for something that is, worrisomely from the point of view of many, called “the theory of everything.” Explanations that involve entities called quarks, charm, flavor, color, etc., sound as if physicists are being cute. The whole thing has an aura, in the view of at least some Congresspeople I’ve talked to, of “nerds gone wild” — which I suppose is an uncharitable way of describing curiosity-based science. No one asked to pay for this had the foggiest idea of what a Higgs boson is. I’ve read some of the material intended to justify the SSC. At the very end, some of it wasn’t too bad, but there was nothing that really addressed what the project was about on a level accessible to bright but skeptical non-physicists. If physicists are asking for 10 or 15 billion dollars to build a machine that has no practical value, at the very least they should make an extremely serious effort, with dazzling graphics, metaphors, and capable use of the English language, to justify their proposal. More than financial mismanagement, budgetary constraints, and political incompetence, I think this is the key to the failure of the SSC.

CASE 6: The co-op student who mixed up genres

Chris was simultaneously enrolled in a university writing course and working as a co-op student at the Widget Manufacturing plant. As part of his co-op work experience, Chris shadowed his supervisor/mentor on a safety inspection of the plant, and was asked to write up the results of the inspection in a compliance memo . In the same week, Chris’s writing instructor assigned the class to write a narrative essay based on some personal experience. Chris, trying to be efficient, thought that the plant visit experience could provide the basis for his essay assignment as well.

He wrote the essay first, because he was used to writing essays and was pretty good at it. He had never even seen a compliance memo, much less written one, so was not as confident about that task. He began the essay like this:

On June 1, 2018, I conducted a safety audit of the Widget Manufacturing plant in New City. The purpose of the audit was to ensure that all processes and activities in the plant adhere to safety and handling rules and policies outlined in the Workplace Safety Handbook and relevant government regulations. I was escorted on a 3-hour tour of the facility by…

Chris finished the essay and submitted it to his writing instructor. He then revised the essay slightly, keeping the introduction the same, and submitted it to his co-op supervisor. He “aced” the essay, getting an A grade, but his supervisor told him that the report was unacceptable and would have to be rewritten – especially the beginning, which should have clearly indicated whether or not the plant was in compliance with safety regulations. Chris was aghast! He had never heard of putting the “conclusion” at the beginning . He missed the company softball game that Saturday so he could rewrite the report to the satisfaction of his supervisor.

• J. Bernoff, "Bad writing costs business billions," Daily Beast , Oct. 16, 2016 [Online]. Available:  https://www.thedailybeast.com/bad-writing-costs-businesses-billions?ref=scroll ↵
• J. Reiter, "The 'Project Cartoon' root cause," Medium, 2 July 2019. Available: https://medium.com/@thx2001r/the-project-cartoon-root-cause-5e82e404ec8a ↵
• G. Robertson, “Comma quirk irks Rogers,” Globe and Mail , Aug. 6, 2006 [Online]. Available: https://www.theglobeandmail.com/report-on-business/comma-quirk-irks-rogers/article1101686/ ↵
• “The £8.8m typo: How one mistake killed a family business,” (28 Jan. 2015). The Guardian [online]. Available: https://www.theguardian.com/law/shortcuts/2015/jan/28/typo-how-one-mistake-killed-a-family-business-taylor-and-sons ↵
• E. Tufte, The Cognitive Style of PowerPoint , 2001 [Online]. Available: https://www.inf.ed.ac.uk/teaching/courses/pi/2016_2017/phil/tufte-powerpoint.pdf ↵
• C. McFadden, "Understanding the tragic Hyatt Regency walkway collapse," Interesting Engineering , July 4, 2017 [Online]: https://interestingengineering.com/understanding-hyatt-regency-walkway-collapse ↵
• T.M. Goerges (1996), Analytical Writing for Science and Technology [Online], Available: https://www.scribd.com/document/96822930/Analytical-Writing ↵
• C. Sagan, The Demon-Haunted World: Science as a Candle in the Dark, New York, NY: Random House, 1995. ↵

Technical Writing Essentials Copyright © 2019 by Suzan Last is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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• Open access
• Published: 26 March 2024

The effect of “typical case discussion and scenario simulation” on the critical thinking of midwifery students: Evidence from China

• Yuji Wang 1   na1 ,
• Yijuan Peng 1   na1 &
• Yan Huang 1  

BMC Medical Education volume  24 , Article number:  340 ( 2024 ) Cite this article

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Assessment ability lies at the core of midwives’ capacity to judge and treat clinical problems effectively. Influenced by the traditional teaching method of “teacher-led and content-based”, that teachers involve imparting a large amount of knowledge to students and students lack active thinking and active practice, the clinical assessment ability of midwifery students in China is mostly at a medium or low level. Improving clinical assessment ability of midwifery students, especially critical thinking, is highly important in practical midwifery education. Therefore, we implemented a new teaching program, “typical case discussion and scenario simulation”, in the Midwifery Health Assessment course. Guided by typical cases, students were organized to actively participate in typical case discussions and to promote active thinking and were encouraged to practice actively through scenario simulation. In this study, we aimed to evaluate the effect of this strategy on the critical thinking ability of midwifery students.

A total of 104 midwifery students in grades 16–19 at the West China School of Nursing, Sichuan University, were included as participants through convenience sampling. All the students completed the Midwifery Health Assessment course in the third year of university. Students in grades 16 and 17 were assigned to the control group, which received routine teaching in the Midwifery Health Assessment, while students in grades 18 and 19 were assigned to the experimental group, for which the “typical case discussion and scenario simulation” teaching mode was employed. The Critical Thinking Disposition Inventory-Chinese Version (CTDI-CV) and Midwifery Health Assessment Course Satisfaction Questionnaire were administered after the intervention.

After the intervention, the critical thinking ability of the experimental group was greater than that of the control group (284.81 ± 27.98 and 300.94 ± 31.67, p  = 0.008). Furthermore, the experimental group exhibited higher scores on the four dimensions of Open-Mindedness (40.56 ± 5.60 and 43.59 ± 4.90, p  = 0.005), Analyticity (42.83 ± 5.17 and 45.42 ± 5.72, p  = 0.020), Systematicity (38.79 ± 4.70 and 41.88 ± 6.11, p  = 0.006), and Critical Thinking Self-Confidence (41.35 ± 5.92 and 43.83 ± 5.89, p  = 0.039) than did the control group. The course satisfaction exhibited by the experimental group was greater than that exhibited by the control group (84.81 ± 8.49 and 90.19 ± 8.41, p  = 0.002).

The “typical case discussion and scenario simulation” class mode can improve the critical thinking ability of midwifery students and enhance their curriculum satisfaction. This approach carries a certain degree of promotional significance in medical education.

Typical case discussion and scenario simulation can improve midwifery students’ critical thinking ability.

Typical case discussion and scenario simulation can enhance students’ learning interest and guide students to learn independently.

Midwifery students were satisfied with the new teaching mode.

Peer Review reports

Maternal and neonatal health are important indicators to measure of the level of development of a country’s economy, culture and health care. The positive impact of quality midwifery education on maternal and newborn health is acknowledged in the publication framework for action strengthening quality midwifery education issued by the World Health Organization (WHO) [ 1 ]. Extensive evidence has shown that skilled midwifery care is crucial for reducing preventable maternal and neonatal mortality [ 2 , 3 , 4 ]. Clinical practice features high requirements for the clinical thinking ability of midwives, which refers to the process by which medical personnel analyze and integrate data with professional medical knowledge in the context of diagnosis and treatment as well as discover and solve problems through logical reasoning [ 5 ]. Critical thinking is a thoughtful process that is purposeful, disciplined, and self-directed and that aims to improve decisions and subsequent actions [ 6 ]. In 1986, the American Association of Colleges of Nursing formulated the “Higher Education Standards for Nursing Specialty”, which emphasize the fact that critical thinking is the primary core competence that nursing graduates should possess [ 7 ]. Many studies have shown that critical thinking can help nurses detect, analyze and solve problems creatively in clinical work and is a key factor in their ability to make correct clinical decisions [ 8 , 9 , 10 ].

However, the traditional teaching method used for midwifery students in China is “teacher-led and content-based”, and it involves efficiently and conveniently imparting a large amount of knowledge to students over a short period. Students have long failed to engage in active thinking and active practice, and the cultivation of critical thinking has long been ignored [ 5 ]. As a result, the critical thinking ability of midwifery students in China is mostly at a medium or low level [ 5 ]. Therefore, it is necessary to develop a new teaching mode to improve the critical thinking ability of midwifery students.

In 2014, Professor Xuexin Zhang of Fudan University, Shanghai, China, proposed a novel teaching method: the divided class mode. The basic idea of this approach is to divide the class time into two parts. The teachers explain the theoretical knowledge in the first lesson, and the students discuss that knowledge in the second lesson. This approach emphasizes the guiding role of teachers and encourages and empowers students to take responsibility for their studies [ 11 ]. Research has shown that the divided class mode can improve students’ enthusiasm and initiative as well as teaching effectiveness [ 12 ].

The problem-originated clinical medical curriculum mode of teaching was first established at McMaster University in Canada in 1965. This model is based on typical clinical cases and a problem-oriented heuristic teaching model [ 13 ]. The process of teaching used in this approach is guided by typical cases with the goal of helping students combine theoretical knowledge and practical skills. This approach can enhance the enthusiasm and initiative of students by establishing an active learning atmosphere. Students are encouraged to discuss and analyze typical cases to promote their ability to digest and absorb theoretical knowledge. Research has shown that the problem-originated clinical medical curriculum teaching mode can enhance students’ confidence and improve their autonomous learning and exploration ability. Scenario simulation teaching can provide students with real scenarios, allowing them to practice and apply their knowledge in a safe environment [ 14 ], which can effectively improve their knowledge and clinical skills and enhance their self-confidence [ 15 , 16 ].

Based on the teaching concept of divided classes, our research team established a new teaching model of “typical case discussion and scenario simulation”. Half of the class time is allocated for students to discuss typical cases and carry out scenario simulations to promote their active thinking and active practice. The Midwifery Health Assessment is the final professional core course that midwifery students must take in our school before clinical practice. All students must complete the course in Grade 3. Teaching this course is important for cultivating the critical thinking and clinical assessment ability of midwifery students. Therefore, our team adopted the new teaching mode of "typical case discussion and scenario simulation" in the teaching of this course. This study explored the teaching mode’s ability to improve the critical thinking ability of midwifery students.

Study design

The study employed a semiexperimental design.

Participants

A convenience sample of 104 third-year midwifery students who were enrolled in the Midwifery Health Assessment course volunteered to participate in this research at a large public university in Sichuan Province from February 2019 to June 2022 (grades 16 to 19). All the students completed the course in the third year of university. Students in grades 16 and 17 were assigned to the control group, which received the traditional teaching mode. Students in grades 18 and 19 were assigned to the experimental group, in which context the “typical case discussion and scenario simulation” class mode was used. The exclusion criteria for midwifery students were as follows: (1) dropped out of school during the study, (2) took continuous leave from school for more than two weeks, or (3) were unable to complete the questionnaire. The elimination criterion for midwifery students was that all the items were answered in the same way. No significant differences in students’ scores in their previous professional courses (Midwifery) were observed between the two groups. Textbooks, teachers, and teaching hours were the same for both groups.

Development of the “typical case discussion and scenario simulation” class mode

This study is based on the implementation of the new century higher education teaching reform project at Sichuan University. With the support of Sichuan University, we first established a “typical case discussion and scenario simulation” class mode team. The author of this paper was the head of the teaching reform project and served as a consultant, and the first author is responsible for supervising the implementation of the project. Second, the teaching team discussed and developed a standard process for the “typical case discussion and scenario simulation” class mode. Third, the entire team received intensive training in the standard process for the “typical case discussion and scenario simulation” class mode.

Implementation of the “typical case discussion and scenario simulation” class mode

Phase i (before class).

Before class, in accordance with the requirements for evaluating different periods of pregnancy, the teacher conceptualized typical cases and then discussed those cases with the teaching team and made any necessary modifications. After the completion of the discussion, the modified cases were released to the students through the class group. To ensure students’ interest, they were guided through the task of discovering and solving relevant problems using an autonomous learning approach.

Phase II (the first week)

Typical case discussion period. The Midwifery Health Assessment course was taught by 5 teachers and covered 5 health assessment periods, namely, the pregnancy preparation, pregnancy, delivery, puerperium and neonatal periods. The health assessment course focused on each period over 2 consecutive teaching weeks, and 2 lessons were taught per week. The first week focused on the discussion of typical cases. In the first lesson, teachers introduced typical cases, taught key knowledge or difficult evaluation content pertaining to the different periods, and explored the relevant knowledge framework. In the second lesson, teachers organized group discussions, case analyses and intergroup communications for the typical cases. They were also responsible for coordinating and encouraging students to participate actively in the discussion. After the discussion, teachers and students reviewed the definitions, treatments and evaluation points associated with the typical cases. The teachers also encouraged students to internalize knowledge by engaging in a process of summary and reflection to achieve the purpose of combining theory with practice.

Phase III (the second week)

Scenario simulation practice period. The second week focused on the scenario simulation practice period. In the first lesson, teachers reviewed the focus of assessment during the different periods and answered students’ questions. In the second lesson, students performed typical case assessment simulations in subgroups. After the simulation, the teachers commented on and summarized the students’ simulation evaluation and reviewed the evaluation points of typical cases to improve the students’ evaluation ability.

The organizational structure and implementation of the “typical case discussion and scenario simulation” class mode showed in Fig.  1 .

“Typical case discussion and scenario simulation” teaching mode diagram

A demographic questionnaire designed for this purpose was used to collect relevant information from participants, including age, gender, single-child status, family location, experience with typical case discussion or scenario simulation and scores in previous professional courses (Midwifery).

The Critical Thinking Disposition Inventory-Chinese Version (CTDI-CV) was developed by Peng et al. to evaluate the critical thinking ability of midwifery students [ 17 ]. The scale contains 70 items across a total of seven dimensions, namely, open-mindedness, truth-seeking, analytical ability, systematic ability, self-confidence in critical thinking, thirst for knowledge, and cognitive maturity. Each dimension is associated with 10 items, and each item is scored on a 6-point Likert scale, with 1 indicating “extremely agree” and 6 representing “extremely disagree”. The scale includes 30 positive items, which receive scores ranging from “extremely agree” to “extremely disagree” on a scale of 6 to 1, and 40 negative items, which receive scores ranging from “extremely agree” to “extremely disagree” on a scale of 1 to 6. A total score less than 210 indicates negative critical thinking ability, scores between 211 and 279 indicate an unclear meaning, scores of 280 or higher indicate positive critical thinking ability, and scores of 350 or higher indicate strong performance. The score range of each trait is 10–60 points; a score of 30 points or fewer indicates negative trait performance, scores between 31 and 39 points indicate that the trait meaning is incorrect, scores of 40 points or higher indicate positive trait performance, and scores of 50 points or higher indicate extremely positive trait performance. The Cronbach’s α coefficient of the scale was 0.90, thus indicating good content validity and structure. The higher an individual’s score on this measure is, the better that individual’s critical thinking ability.

The evaluation of teaching results was based on a questionnaire used to assess undergraduate course satisfaction, and the researchers deleted and modified items in the questionnaire to suit the context of the “typical case discussion and scenario simulation” teaching mode. Two rounds of discussion were held within the study group to form the final version of the Midwifery Health Assessment satisfaction questionnaire. The questionnaire evaluates the effect of teaching in terms of three dimensions, namely, curriculum content, curriculum teaching and curriculum evaluation. The questionnaire contains 21 items, each of which is scored on a 5-point Likert scale, with 1 indicating “extremely disagree” and 5 representing “extremely agree”. The higher the score is, the better the teaching effect.

Data collection and statistical analysis

We input the survey data into the “Wenjuanxing” platform ( https://www.wjx.cn/ ), which specializes in questionnaire services. At the beginning of the study, an electronic questionnaire was distributed to the students in the control group via student WeChat and QQ groups for data collection. After the intervention, an electronic questionnaire was distributed to the students in the experimental group for data collection in the final class of the Midwifery Health Assessment course. All the data were collected by the first author (Yuji Wang). When students had questions about the survey items, the first author (Yuji Wang) immediately explained the items in detail. To ensure the integrity of the questionnaire, the platform required all the items to be answered before submission.

Statistical Package for Social Sciences Version 26.0 (SPSS 26.0) software was used for data analysis. The Shapiro‒Wilk test was used to test the normality of the data. The measurement data are expressed as the mean ± standard deviation (X ± S), and an independent sample t test was used for comparisons among groups with a normal distribution. The data presented as the number of cases (%), and the chi-square test was performed. A P value < 0.05 indicated that a difference was statistically significant.

Ethical considerations

The study was funded by the New Century Teaching Reform Project of Sichuan University and passed the relevant ethical review. Oral informed consent was obtained from all individual participants in the study.

Characteristics of the participants

A total of 104 third-year midwifery students were enrolled from February 2019 to June 2022, and 98.1% (102/144) of these students completed the survey. Two invalid questionnaires that featured the same answers for each item were eliminated. A total of 100 participants were ultimately included in the analysis. Among the participants, 48 students were assigned to the control group, and 52 students were assigned to the experimental group. The age of the students ranged from 19 to 22 years, and the mean age of the control group was 20.50 years (SD = 0.61). The mean age of the experimental group was 20.63 years (SD = 0.65). Of the 100 students who participated in the study, the majority (96.0%) were women. No significant differences were observed between the intervention and control groups in terms of students’ demographic information (i.e., age, gender, status as an only child, or family location), experience with scenario simulation or typical case discussion and scores in previous Midwifery courses (Table  1 ).

Examining the differences in critical thinking ability between the two groups

The aim of this study was to evaluate the effect of the new teaching mode of “typical case discussion and scenario simulation” on improving the critical thinking ability of midwifery students. Independent sample t tests were used to examine the differences in critical thinking ability between the two groups (Table  2 ). The results showed that the total critical thinking scores obtained by the experimental group were greater than those obtained by the control group (284.81 ± 27.98 and 300.94 ± 31.67, p  = 0.008). The differences in four dimensions (Open-Mindedness (40.56 ± 5.60 and 43.59 ± 4.90, p  = 0.005), Analyticity (42.83 ± 5.17 and 45.42 ± 5.72, p  = 0.020), Systematicity (38.79 ± 4.70 and 41.88 ± 6.11, p  = 0.006), and Critical Thinking Self-Confidence (41.35 ± 5.92 and 43.83 ± 5.89, p  = 0.039)) were statistically significant.

Examining the differences in curriculum satisfaction between the two groups

To evaluate the effect of the new teaching mode of “the typical case discussion and scenario simulation” on the course satisfaction of midwifery students. Independent sample t tests were used to examine the differences in course satisfaction between the two groups (Table  3 ). The results showed that the curriculum satisfaction of the experimental group was greater than that of the control group (84.81 ± 8.49 and 90.19 ± 8.41, p  = 0.002). Independent sample t tests were used to examine the differences in the three dimensions of curriculum satisfaction between the two groups (Table  3 ). The results showed that the average scores of the intervention group on the three dimensions were significantly greater than those of the control group (curricular content: 20.83 ± 1.96 and 22.17 ± 2.23, p  = 0.002; curriculum teaching: 34.16 ± 3.89 and 36.59 ± 3.66, p  = 0.002; curriculum evaluation: 29.81 ± 3.27 and 31.42 ± 3.19, p  = 0.015).

Midwifery is practical and intensive work. To ensure maternal and child safety, midwives must make decisions and take action quickly. Therefore, midwives should have both critical thinking ability and clinical decision-making ability [ 18 ]. In addition, the Australian Nursing and Midwifery Accreditation Council (ANMAC) regulates the educational requirements for the programs required for registration as a midwife. According to these standards, education providers must incorporate learning activities into curricula to encourage the development and application of critical thinking and reflective practice [ 19 ]. Therefore, the challenge of cultivating the critical thinking ability of midwifery students is an urgent problem that must be solved. However, influenced by the traditional teaching method of “teacher-led and content-based”, the critical thinking ability of midwifery students in China is mostly at a medium or low level. In order to improve the critical thinking ability of midwifery students. Our research team has established a new teaching model, the “typical case discussion and scenario simulation” class model. And applied to the midwifery core curriculum Midwifery Health Assessment. This study aimed to investigate the implementation of a novel systematic and structured teaching model for midwifery students and to provide evidence regarding how to improve the critical thinking ability of midwives.

The results showed that the total CTDI-CV score obtained for the experimental group was greater than that obtained for the control group. These findings indicate that the “typical case discussion and scenario simulation” class mode had a positive effect on the cultivation of students’ critical thinking ability, a conclusion which is similar to the findings of Holdsworth et al. [ 20 ], Lapkin et al. [ 21 ] and Demirören M et al. [ 22 ]. We indicate the following reasons that may explain these results.The core aim of the typical case discussion teaching mode is to raise questions based on typical clinical cases and to provide heuristic teaching to students [ 23 ]. This approach emphasizes asking questions based on specific clinical cases, which enables students to engage in targeted learning. Moreover, scenario simulation allows students to attain certain inner experiences and emotions and actively participate in curriculum practice, which can enhance their ability to remember and understand knowledge [ 24 ]. Through the divided class mode, half of the class time was divided into the students. This method emphasizes the guiding role of teachers and encourages and empowers students to assume learning responsibilities. In addition, students can think, communicate and discuss actively [ 22 , 23 ]. Furthermore, this approach created opportunities for students to analyze and consider problems independently and give students sufficient time to internalize and absorb knowledge and deepen their understanding of relevant knowledge, which can increase their confidence in their ability to address such problems and improve their critical thinking ability [ 12 , 25 , 26 ].

In addition, the results showed that except for Truth-Seeking and Systematicity, the other five dimensions were all positive. These findings are similar to the results reported by Atakro et al.. and Sun et al. [ 27 , 28 ]. Through the intervention, the Systematicity scores became positive, suggesting that the new teaching mode can help students deal with problems in an organized and purposeful way. However, Truth-Seeking still did not become positive; this notion focuses on intellectual honesty, i.e., the disposition to be courageous when asking questions and to be honest and objective in the pursuit of knowledge even when the topics under investigation do not support one’s self-interest [ 29 ]. Studies have shown that this factor is related to the traditional teaching mode used [ 30 ]. The traditional teaching mode focuses on knowledge infusion, helps students remember the greatest possible amount of knowledge in a short time, and does not focus on guiding students to seek knowledge with sincerity and objectivity. Therefore, in future educational practice, we should focus on cultivating students’ ability to seek truth and engage in systematization.

Student evaluative feedback is an important way to test the effectiveness teaching mode. Therefore, understanding students’ evaluations of the effects of classroom teaching is key to promoting teaching reform and improving teaching quality. Therefore, we distributed a satisfaction questionnaire pertaining to the midwifery health assessment curriculum, which was based on the “typical case discussion and scenario simulation” class mode, with the goal of investigating curriculum satisfaction in terms of three dimensions (curriculum content, curriculum teaching and curriculum evaluation). The results showed that the satisfaction scores for each dimension increased significantly. This finding suggests that the new teaching method can enrich the teaching content, diversify the teaching mode and improve students’ curriculum evaluations.

In summary, the “typical case discussion and scenario simulation” class mode focuses on typical cases as its main content. Students’ understanding of this content is deepened through group discussion and scenario simulation. The subjectivity of students in curriculum learning should be accounted for. Students can be encouraged to detect, analyze and solve problems with the goal of improving their critical thinking ability. Moreover, this approach can also enhance curriculum satisfaction. It is recommended that these tools should be used continuously in future curriculum teaching.

This study has several limitations. First, the representativeness of the sample may be limited since the participants were recruited from specific universities in China. Second, we used historical controls, which are less effective than simultaneous controlled trials. Third, online self-report surveys are susceptible to response biases, although we included quality control measurements in the process of data collection. Fourth, we did not use the same critical thinking instrument, CTDI-CV, to investigate the critical thinking of the students in the experimental group or the control group before intervention but used professional course grades from the Midwifery for substitution comparison. This may not be a sufficient substitute. However, these comparisons could be helpful since those grades included some sort of evaluation of critical thinking. In light of these limitations, future multicenter simultaneous controlled studies should be conducted. Nonetheless, this study also has several strengths. First, no adjustment of teachers or change in learning materials occurred since the start of the midwifery health assessment, thus ensuring that the experimental and control groups featured the same teaching materials, teachers and teaching hours. In addition, to ensure the quality of the research, the first author of this paper participated in the entirety of the course teaching.

The “typical case discussion and scenario simulation” class mode can improve the critical thinking of midwifery students, which is helpful for ensuring maternal and child safety. Students are highly satisfied with the new teaching mode, and this approach has a certain degree of promotional significance. However, this approach also entails higher requirements for both teachers and students.

Availability of data and materials

The datasets used and/or analyzed during the current study are available from the corresponding author on reasonable request.

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Acknowledgements

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The study was supported by Sichuan University’s New Century Education and Teaching Reform Project (SCU9316).

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Yuji Wang and Yijuan Peng are co-first authors.

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Department of Nursing, West China Second University Hospital, Sichuan University/West China School of Nursing, Sichuan University/Key Laboratory of Birth Defects and Related Diseases of Women and Children (Sichuan University), No. 20 Third Section, Renmin South Road, Chengdu, Sichuan Province, 610041, China

Yuji Wang, Yijuan Peng & Yan Huang

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All authors contributed to the study conception and design. Material preparation, data collection and analysis were performed by Yuji Wang, Yijuan Peng and Yan Huang. The first draft of the manuscript were written by Yuji Wang and Yijuan Peng, and all authors commented on previous versions of the manuscript.

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Correspondence to Yan Huang .

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This study was supported by Sichuan University. And it was approved by the Ethics Review Committee of West China School of Nursing, Sichuan University. As it is a teaching research with no harm to samples, we only obtained oral informed consents from the participants including teachers and midwifery students and it was approved by the Ethics Review Committee of West China School of Nursing, Sichuan University(approval number 2021220). We comfirm that all methods were performed in accordance with the relevant guidelines and regulations in Ethics Approval and Consent to participate in Declarations.

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Wang, Y., Peng, Y. & Huang, Y. The effect of “typical case discussion and scenario simulation” on the critical thinking of midwifery students: Evidence from China. BMC Med Educ 24 , 340 (2024). https://doi.org/10.1186/s12909-024-05127-5

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Received : 19 November 2022

Accepted : 02 February 2024

Published : 26 March 2024

DOI : https://doi.org/10.1186/s12909-024-05127-5

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Los angeles county health dept. shuts down all local beaches, judge tosses x/twitter lawsuit against group that produced study on proliferation of hate speech on platform.

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A federal judge tossed out a lawsuit brought by X/Twitter against a watching group that produced a study that examined the proliferation of hate speech on the platform.

U.S. District Judge Charles Breyer concluded that the platform, owned by Elon Musk , was attempting to chill the speech rights of the Center for Countering Digital Hate and other groups.

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X/Twitter had sued the group, claiming that in doing their study, they unlawfully “scraped” the platform for its data that led to an exodus of advertisers.

“X disagrees with the court’s decision and plans to appeal,” the company said.

Read the judge’s decision in the X case .

Imran Ahmed, founder and CEO of the watchdog group, wrote, “This ruling sends a strong message to those who aim at intimidating and silencing independent research.”

In his ruling, the judge even suggested that X/Twitter’s litigation had chilled other types of research into disinformation online. He pointed to a recent survey of 167 academics and researchers that “found that over 100 studies about X Corp. have been diverted, stalled, or canceled, with over half of those interviewed citing a fear of being sued by X Corp. over their findings or data.” 

The judge also noted the similarities of this case to another one brought by X/Twitter against Media Matters for America , another watchdog group that published a study on the placement of ads on X next to inflammatory hate and racist posts.

Breyer wrote in a footnote, “If there is any question about the ‘punishing’ part, X Corp. filed a similar suit, not before this Court, in November of 2023 against Media Matters, another non-profit media watchdog, for ‘reporting on ads from major brands appearing next to neo-Nazi content.’ Prior to doing so, Musk threatened a ‘thermonuclear lawsuit’ against Media Matters…Musk’s post also claimed, remarkably, that the lawsuit was furthering X Corp. efforts ‘to protect free speech.'”

The judge also rejected X/Twitter’s claims of harm to users. “There is no allegation in the complaint, and X Corp. did not assert that it could add an allegation, that CCDH scraped anything other than public tweets that ten X platform users deliberately broadcast to the world. No private user information was involved—no social security numbers, no account balances, no account numbers, no passwords, not even ‘gender, relationship status, ad interests etc.'”

The judge added, “It is clear to the Court that if X Corp. was indeed motived to spend money in response to CCDH’s scraping in 2023, it was not because of the harm such scraping posed to the X platform, but because of the harm it posed to X Corp.’s image. CCDH’s data collection allowed it to claim knowledge of what was occurring on the X platform in a cumulative sense. According to CCDH, its scraping revealed that X Corp. was generating millions of dollars in advertising revenue from previously banned accounts.”

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