When working in a group it’s critical for roles to be defined in order to reach a successful outcome. Whether in personal or professional settings, at some point we all fall into a particular role in a group. According to our textbook there are 11 roles one can play in meetings. They are: the Joker who tries to break the ice or insert disguised barbs; the Gatekeeper (not always the leader) who tries to keep to the agenda; the Devil’s Advocate who regularly challenges an emerging consensus; the Critic who sees the problems with others’ ideas but has none better to offer; the Agenda Setter who regularly puts new ideas and issues on the table; the Consensus Builder who draws others’ ideas together into a course of action; the Cheerleader who encourages any sign of progress; the Mimic who always echoes others’ comments; the Monomaniac who rides the same hobbyhorse at every meeting; the Outsider whose comments and body language convey detachment or contempt; the Leader (not always the person running the meeting) who all tacitly agree has the final word (Hattersley, M). However, these roles can be called by different names but still reflect the same meaning. For instance, the textbook refers to the person who puts out new ideas as the “agenda setter”, but the article Strategies for Cultural Change call the same role the “initiator”(Retrieved June 2016). Yet, both roles function in the same manner. According to Gupta, “In formal groups, roles are usually predetermined and assigned to members. Each role will have specific responsibilities and duties. There are, however, emergent roles that develop naturally to meet the needs of the groups. Work roles are task-oriented activities that involve accomplishing the group's goals” (Gupta, A). In essence, what you call the role is not as significant, what is most important is the effectiveness of explaining the purpose of the role.

Determining what role will be played can be delicate. At times, one may be faced with multiple roles in one group. In some cases, this may be good or can be very bad. For example, if the group you are working with is dealing with a tense situation, then having a “joker” role can be useful to alleviate some of the tension and lighten the mood. On the flip side, having several “joker” roles can transform into a not so positive manner and it can be viewed as being nonchalant or cynical. Another role to be cautious of having more than one person fall in to is the “outsider”. As easy as it is for someone to become detached, by using body signals, silence, etc. within a group, it would be detrimental to have more than one person falling into this role and not contributing effectively. Some roles can be successful with more than one person. Often underestimated, admiration and inclusion are valued by most. Having more than one person in the “cheerleader” role is good when there needs to be a common ground met when two opposed positions are present. Another role that can be good to have more than one person is the “consensus builder” or the “coordinator”. Most should be prepared to play this role at some point. This role is key to spotting evolving consensus and showing how it can be put into action. One role that can be difficult to have more than one person is the “leader”. Even though leadership is not just a simple property of one person, but more of a rich and assorted series of roles. The “leader” role is usually the person who runs the meetings. But, there can be an instance where another leader can emerge and this should be acknowledged by the initial leader appropriately. Everyone wants to be a leader but this role should not be played all the time by one individual.
No matter the setting, social or professional, group roles should have a ranking system. The leader role is at the top of the ranks. This role runs the meetings or conversation, and has to be

prepared, informed, as this role is earned. Next, the consensus builder. This role is next in line to being a leader. This person can gain gratitude from being able to spot a compromise and putting it into play. Third in rank would be the cheerleader. A little praise and flattery goes a long way, and by having this role at the top of the rank will keep a meeting or social conversation uplifted with praise. By giving credit where it’s due an effective cheerleader knows when to lay it on thick and when to pull back on the pom pons!
At times, roles can either be assigned or naturally fallen in to. In my professional life, I tend to fall into multiple roles. Often, I am the gatekeeper during meetings, often expediting attempts to keep communication open and flowing, as well as encouraging participation by everyone. Because meetings can sometimes run long and can be boring, I am often the agenda setter. I prepare ahead of time an agenda and supporting materials to ensure that meetings move along in a timely fashion, yet address all legitimate concerns. On the other hand, in social settings I have been known to take on the Devil’s Advocate role. I am know to douse my friends with a good dose of reality. Most of the time, I attempt to explain both sides to the group empathetically and tactfully. One role that I do not like to play is the outsider. In any situation, being disconnected from the meeting or conversation does not provide any benefit to the group or parties involved. Even though the case may be that the person in this role has good ideas, they are silenced by succumbing the role. When asked to lead a meeting at work, I had a bit of pullback from my peers. Being that I was experienced in the topic, I was requested to lead and this was not received well by coworkers due to my age. I was viewed as not being experienced enough top lead the team. After hearing the office chatter about the resistance to me leading, I wanted to give up the task. After some careful thought and consideration, I assured my team that despite my age I was

confident in my experience and knowledge of the topic, and it would be exceedingly useful for everyone involved. The result was me leading a successful meeting and being praised by my boss and the coworkers who were apprehensive initially of my leadership abilities.
In the end, I learned that the range of roles is much deeper than just leaders and followers. By asserting yourself into roles that aren’t always comfortable or familiar we can develop skills that enable more productivity and better relationships. Being respectful of other roles and knowledgeable of your role, will lead to successful communication, which in turn produces positive results. In the future, I plan to implement more roles into my professional and personal life than just the ones I naturally fall in.

References

Strategies for Cultural Change (IC#9). Originally published in Spring 1985. Page 24. Copyright (c) 1985, 1997 by Context Institute. Retrieved June 20, 2016.
Hattersley, Michael, McJannett, L. (01/2007). Management Communication: Principles and Practice, 3rd Edition. [VitalSource Bookshelf Online]. Retrieved from https://digitalbookshelf.argosy.edu/#/books/0077383176/
Gupta, A. (2015). To Analysis the Role of Group Dynamics in Organization. International Journal Of Multidisciplinary Approach & Studies, 2(3), 170-175.