IDENTIFICATION OF DISCUSSION ROLES A. GROUP TASK ROLES. These are the roles that relate to productivity. While maintenance roles are essential for the establishment of a desirable atmosphere, task roles are related to accomplishment of the group's objectives and purposes. These are the roles that relate to productivity. l. THE lNFORMATION SEEKER. The individual who takes a sincere interest in understanding the materials and ideas presented by the other participants. He or she asks for clarification and for additional information and is eager to obtain all the facts. He or she often can encourage others to contribute facts by her/his own enthusiasm for well-documented information. 2. THE INFORMATION GIVER. Group members sometimes tend to resent the person who comes to the discussion bubbling with ideas that he or she insists on presenting. However, a good discussion requires valid information. The information giver who presents accurate and pertinent information and submits it in a suitable fashion is an important asset to the group. 3. THE OPINION SEEKER. He or she recognizes that most people welcome the opportunity to express themselves on controversial issues. Discussion is warm to individuals who seems genuinely interested in their points of view and beliefs. If the opinion-seeker uses questioning techniques skillfully, others may reveal their convictions and thoughts, and isolates may express their ideas. 4. THE OPINION GIVER. Her or his emphasis is too often on her or his own beliefs. An opinion ought to be offered only when the group would obviously like to have it. The opinions should be presented only when they will help the group accomplish the fundamental purposes for which it was established. The relevance of the opinions are significant. 5. THE ELABORATOR AND COORDINATOR. She or he clarifies and expands on the comments of others, and often adds detailed examples to make vague comments more meaningful. If the elaborator is careful with her or her own verbosity, he or she can be most helpful in making the group productive. 6. THE PHILOSOPHER CRITIC. He or she tries to discover what basic philosophy is inherent in various proposals. He or she likes to analyze problems in terms of philosophical implications. He or she can be very helpful, providing that the philosophical analysis does not impede progress toward stated goals. Often, by suggesting that the group investigate the philosophical foundations of its course of action, a valuable test can be supplied. The philosopher-critic can help the group to appraise itself and its actions more analytically. B. GROUP MAINTENANCE ROLES. These are roles which, if properly used, may help maintain desirable relationships among the group members. These roles help to create and sustain a desirable group atmosphere. Group unity and cohesiveness are often contingent upon the presence of such functions. 1. THE COMPROMISER AND MEDIATOR. He or she tries to correlate conflicting positions so that they can be reconciled to the satisfaction of all. He or she is willing to modify her/his own position to make it more acceptable. 2. THE HARMONIZER. He or she is similar to the compromiser excepts that we do not usually expect her/him to change the opinions of her/himself or others. He or she is skillful at relieving tensions by expressing views in language which does not create resentment and calling attention to the humor in the situation if tensions are high. He/she is a diplomat who can see the areas of agreement even in a heated argument. He or she helps to resolve differences by her/his understanding of personality problems. 3. THE ENCOURAGER; He or she brings out the best in the members of the group. He/she is friendly and responsive. He or she generates enthusiasm and appreciation for others. He or she gets reticent members (the isolates) to express themselves and put their ideas before the group. He or she knows how to encourage them to speak. He or she can give praise in such a way that members feel appreciated. He/she has the ability to promote uninhibited expression of views. He or she knows how to direct these contributions in a constructive way. 4. THE EXPEDITER. He or she is the person who pushes for concrete action when the group bogs down in unprofitable areas. He or she recognizes the presence of a stalemate or an irrelevant discussion. He or she may suggest a new area to bring the topic back to the agenda. He or she may call attention to the shortage of time and the need for group action on a specific area. He or she may remind the group that certain members have valuable information which the discussion needs at that point. He or she is something of an efficiency expert insofar as he or she recognizes the needs for productivity and the wise use of time. 5. THE INTERPRETER. He or she has the ability to take the ideas of others and put them into language which is meaningful and acceptable. He or she can take a foggy, nebulous idea and express it in language which reveals it as an important contribution. He or she expresses, interprets, and kaleidoscopes the thoughts of fellow members. A good interpreter can rephrase confusing language without offending the member whose ideas are being "translated." C. INDIVIDUAL ROLES OR STEREOTYPES (NEGATIVE, DYSFUNCTIONAL, OR "INDIVIDUAL" ROLES). Leaders and members ofthe group should be able to identify these roles and to use tact and diplomacy in handling individuals who exemplify such characteristics to the detriment of the group. 1. THE BLOCKER. He or she raises objections to almost everything. He or she seems to oppose forward action on nearly every suggestion. He or she is usually disagreeing and opposing. He or she seemingly delights in finding reasons why the group should not accept a proposal or suggestion. 2. THE DOMINATOR. He or she insists on running the group. He or she gives directions continuously. He or she often interrupts others. He or she forces his opinions and experiences on the group. He or she strives to make her/himself recognized as the most important (at least most vociferous) member of the group. He or she enjoys monopolizing the discussion. 3. SPECIAL INTEREST PLEADER. He or she battles for some minority which he or she feels has been unjustly treated. He or she strives to make the interest of that group of paramount importance in all group deliberations. Her/his contributions are colored by her/his concern for a particular group. He or she represents an "internal" group rather than the group in which he or she is ostensibly participating in at the time. 4. THE PLAY PERSON. He or she is a trouble maker. Her/his role is that of the individual who is present for laughs. He or she may engage in horseplay, ridicule, or irrelevant witticisms which handicap group activity. He or she refuses to take her/himself or other members seriously. 5. THE RECOGNITION SEEKER. He or she is less troublesome than the dominator. He or she demands a certain amount of attention for her/himself. He or she demands that the group should recognize that he or she is a superior person. He or she wants to be recognized as an expert. He or she may become a productive member of the group if her/his ego has been adequately satisfied. 6. THE CYNIC. He or she sees no good in any proposal. He or she is similar to the blocker but her/his criticisms are somewhat different. Instead of opposing for the sake of recognition, his/her objections are motivated by a pessimistic outlook. He or she can be expected to express negative attitudes toward everything--including negativism. He or she often questions the motives of others. He or she seems very skeptical of altruism. 7. THE FOLLOWER. He or she is the "yes" person of the discussion. An organization of yes people can obstruct democratic operations. They seldom contribute anything original. There is probably a lack of security in the individual who seeks recognition by identifying her/himself with the proposals of others. He or she often employs agreement rather than risk an argument. 8. THE ISOLATE. This person is also insecure; however, he or she is often afraid to hear her/his own voice. He or she seldom speaks in the discussion, and then only when directly addressed by others. He/she seems to retreat into a shell. The presence of one or more isolates can impede group productivity, since the entire atmosphere of the group may suffer.