9.1: 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.

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 friends planning a camping trip 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 campaign finance will likely have less control over its external factors than a self-created weekly book club.

Figure 9.1.1 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. 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 students collectively working on a group presentation about the sexual behavior of pandas may work in such a manner, with each person adding to the content of the presentation 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 9.1.2 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 if their grades 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 missing. 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 to some extent 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 helps members 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 social advocacy/political groups, such as MoveOn.Org, were formed to provide information to its members and social/political isues and solicit funds to act, as group, on those issues. 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. Family and friendship groups, shared-interest groups, and activity groups all provide us with a sense of belonging and being included. 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. Also, 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.

Figure 9.1.3 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.

Types of Small Groups

Small groups can take many forms, but most fall into two main categories: task-oriented and relational-oriented. Task-oriented groups are created to solve problems, complete projects, or generate ideas. Study groups, committees, and work teams are good examples, and their success is usually judged by the quality of the final product, such as a report, presentation, or event. Relational-oriented groups, on the other hand, focus on building and maintaining personal connections. Families and close friend groups fit here, where the primary goal is spending time together and offering support, even if tasks like planning trips or hosting parties also happen along the way. In practice, most small groups combine both elements. A group of friends planning a party, for instance, is completing a task, but their main purpose is enjoying each other’s company.

Groups also differ in how and why they form. Primary groups such as family and close friends are long-lasting and deeply personal, sometimes even taking the form of “chosen families” when people rely on close friends instead of relatives. Secondary groups, like classmates, coworkers, or club members, are usually more temporary and goal-focused, with interactions that center on tasks rather than deep personal bonds.

Beyond these, people also participate in other kinds of groups. Interest groups such as fan clubs or hobby communities form around shared passions, while support groups bring people together to face challenges like grief or weight loss. Service groups such as Habitat for Humanity or Rotary Club aim to help others, while advocacy groups work to promote causes and create social change. Teams represent a special type of task-oriented group in which members are highly committed to both the task and one another. Strong teams often stand out for their clear goals, good leadership, and collaborative spirit, which makes them especially common in professional settings.

Finally, many groups today exist online. Virtual study groups, remote work teams, and social communities rely on digital tools to connect and collaborate, showing how small groups continue to adapt to changing technologies and new ways of bringing people together.

Advantages and Disadvantages of Small Groups

When you hear the words “group project,” you might immediately groan. But working in small groups isn’t just a classroom exercise—it’s how many decisions get made in families, communities, and even government. Small groups come with both advantages and disadvantages. Understanding these can help you get the most out of group work and avoid common frustrations.

Table 9.1.1: Quick Review

Advantages	Disadvantages
Shared decision-making	Can be slower than individual work
Access to shared resources and networks	Not efficient for specialized tasks
Synergy (better results together)	Scheduling and coordination issues
Exposure to diversity and new perspectives	Risk of social loafing (unequal effort)

Advantages of Small Groups

Small groups give us access to shared decision-making, resources, and perspectives. When people pool their ideas and experiences, they often make better choices than one person could alone—especially when ethical or high-stakes issues are involved. Groups also help us tap into networks. For example, a community theater group may get costumes, props, and volunteers more easily than a single person could.

Another advantage is synergy—the idea that a group can create something greater than the sum of its parts. For instance, when I worked in residence life, we organized a “World Cup Soccer Tournament.” Together, we designed team brackets, found sponsors, gathered prizes, and pulled off a successful event that no individual could have managed alone.

Finally, small groups often expose us to diversity. Working with people from different cultural backgrounds, or even just with different life experiences, can broaden our perspectives. In class discussions, for example, students often teach one another things I couldn’t explain as effectively myself. Diversity and synergy often go hand in hand, making group interaction richer and more meaningful.

Disadvantages of Small Groups

Of course, small groups aren’t perfect. Sometimes one person with specialized knowledge is more efficient than a group. Group processes can also be slow—making them less effective when decisions need to be made quickly. In those cases, a clear leader or “point person” may be best.

Groups also face interpersonal challenges. Scheduling meetings can be a headache, and some people struggle with the cooperation and compromise that groups require. Another common problem is social loafing—when some members contribute less, assuming others will pick up the slack. This is one of the main reasons many students (and professionals) dislike group work.