Answer Each Question Separately Linking Text Ch 20 And 2

Answer Each Question Separately Linking The Text Ch 20 And 21 Concep

Critiques of the functional perspective largely focus on its assumption that social systems maintain stability through shared functions and consensus. While functionalism emphasizes the importance of social integration and cohesion, it has been critiqued for neglecting individual agency, power differentials, and social conflict (Hanson, 1995). Critics argue that the perspective tends to overlook how social structures can perpetuate inequalities, and how deviance or resistance can challenge the established functions within a society or group (Turner, 2010). Furthermore, functionalism's tendency to seek consensus can oversimplify complex social dynamics, ignoring conflicts that may threaten social stability.

In Chapters 20 and 21, the functional perspective is linked to understanding group cohesion and communication. Effective decision-making in groups requires certain functions, such as establishing clear communication channels, clarifying goals, and fostering trust. These functions ensure that the group can process information, evaluate alternatives, and reach consensus efficiently (Bavelas, 2002). However, in situations where hierarchical decision-making or urgent action is necessary, some functions—like collective deliberation—may be less critical than rapid, authoritative decisions. For instance, in crisis situations, decisive leadership might override the need for broad consensus, making some decision-making functions more salient than others.

The concept of a group "chaining onto" a fantasy refers to how shared fantasies or stories function as a rallying point that binds members together. According to the theories discussed in Chapters 20 and 21, fantasies serve as symbolic threads that create a sense of shared identity and purpose (Cooren et al., 2011). When group members collectively endorse a fantasy—such as a narrative of exceptional mission or a myth of unity—they reinforce their bonds and sustain group cohesion. This process is akin to storytelling, where the shared fantasy becomes part of the group's collective consciousness, reinforcing loyalty and collective action (Crable & Young, 2010).

Sometimes, a group's fantasy may not be validated or supported by those outside the group. Sharing such fantasies can indeed strengthen internal solidarity and reinforce the group's identity; however, it can also lead to conflicts or misunderstandings if outsiders perceive these fantasies as irrational or exclusionary. For example, a marginalized community might develop a collective fantasy of resilience and superiority as a form of resistance against external oppression. While this shared belief bolsters their internal cohesion, it could become problematic if it fosters hostility toward outsiders or perpetuates stereotypes (Foucault, 1980). In organizational contexts, business leaders may promote a shared vision or "narrative" that demarcates insiders from outsiders, creating unity but also risking exclusion and resistance from external stakeholders.

Paper For Above instruction

The functional perspective in sociology and communication theory offers valuable insights into how social systems and groups maintain stability and cohesion through various functions. Nonetheless, it faces significant critique for its tendency to overlook conflict, power struggles, and individual agency. This critique is rooted in the observation that societal stability is often maintained through mechanisms of dominance and resistance, which the functionalist lens admittedly underrepresents (Hanson, 1995). Turner (2010) further argues that functionalism tends to overlook how social change occurs through conflicts rather than smooth, inevitable functions. Therefore, while the functional perspective is useful for understanding consensus and stability, its limitations lie in addressing social inequalities and conflict dynamics, which are especially prominent in group communication contexts discussed in Chapters 20 and 21.

Effective decision-making within groups entails several essential functions. These include establishing clear communication channels, defining and clarifying goals, fostering mutual trust, and encouraging participation from all members. Functional theories, particularly as elaborated in Chapters 20 and 21, emphasize that when these functions are fulfilled, groups tend to operate more efficiently and achieve their objectives (Bavelas, 2002). In critical situations, however, the importance of these functions may vary. For example, in emergencies or high-pressure scenarios, swift, authoritative decisions often take precedence over consensus-building functions, underscoring that in certain contexts, decisiveness can be more crucial than extensive deliberation. Hence, the context determines which decision-making functions are prioritized (Hollingshead et al., 1993).

The concept of a group “chaining onto” a fantasy aligns with Symbolic Convergence Theory, where shared stories or fantasies act as symbolic threads binding members together (Cooren et al., 2011). These fantasies serve as foundational myths or narratives that shape group identity, values, and purpose. When members endorse a common fantasy, such as a heroic mission or a shared adversary, they reinforce their collective bonds and group cohesion. This process involves mutual storytelling, where individuals reinforce the group's collective consciousness through shared narratives that create emotional resonance, thus strengthening group solidarity (Crable & Young, 2010). Such chaining onto shared fantasies often sustains group motivation and sustains collective action over time.

Sharing fantasies that are unsupported by outsiders can have both positive and negative implications. Internally, such fantasies can foster strong group identity and resilience, especially in marginalized or oppressed communities that rely on collective narratives to sustain morale. However, externally, these same fantasies can be problematic if they lead to misunderstandings, reinforce stereotypes, or foster hostility. For instance, a community might develop a fantasy of unchallengeable sovereignty that reinforces internal cohesion but alienates outsiders or perpetuates social conflicts (Foucault, 1980). Similarly, in organizational contexts, leaders may promote a unifying story or vision that internally motivates employees but excludes external stakeholders, leading to potential resistance and conflict. Therefore, while shared fantasies can strengthen internal cohesion, they may also engender external tensions, especially when fantasies diverge from external realities or perceptions.

References

• Bavelas, J. B. (2002). Communication patterns in effective groups. Small Group Research, 33(4), 427–441.
• Crable, C. & Young, R. (2010). Symbolic convergence and storytelling in group communication. Group & Organization Management, 35(3), 292–317.
• Foucault, M. (1980). Power/Knowledge: Selected Interviews and Other Writings 1972–1977. Pantheon Books.
• Hanson, P. (1995). The critique of functionalism. Sociological Review, 43(2), 135–152.
• Hollingshead, A. B., McGrath, J. E., & Pellegrini, A. (1993). Groups in Context. Oxford University Press.
• Turner, J. H. (2010). The structure of sociological theory. Cambridge University Press.
• Cooren, F., Taylor, J. R., & Harrison, S. (2011). Communication as organizing: Empirical and theoretical explorations. Cambridge University Press.
• Foucault, M. (1980). Power/Knowledge: Selected Interviews and Other Writings 1972–1977. Pantheon Books.