Exam 2 Flashcards
Non verbal communication
Everything that is not words
The non verbal portion of msg
Min 55%
93%
Min % of msgs that are non verbal
Max of 93% according to studies
Elements of non-verbal communication
6
Kinesics- thk kinetic- movement w/facial expression/gesture/posture
Haptics- touch to send msg
Chronemics- thk chronology- time
Objectics- objects, atmosphere, part of msg
Proxemics- proximity/ distance btwn things
{nonverbal^}
Paralanguage -> sound not words/ how we use our voice..tone/speed
KHCOPP
We decide abt ppl based on nonverbal cues:
1 personal attraction
2 evaluate power relationships
3 evaluate responses
Non verbal msgs are effective bcuz:
1Physical proximity: self image, social identity, attitudes, social identity
2channel availability- opportunity to use all nonverbal channels. Not limited to 1
3 regulatory requirements: difficult to start stop or interrupt
4 reality testing - we tend to immediately know how others react
5 corrective req- b/c of the interpersonal interaction, behavior gets modified, corrected quickly. Becuz of the limits of verbal messages, these do not always get corrected
Chronemics
Aka temporal comm, the way we organize, react, and use time.
Sense of time is objective
Feature of the natural world
Time happens to us
Chronemis acording to issac newton
Referred to absolute time as an objective frame of reference in whicha all events happen
Chronemics today
If time is objective, where is it?
Kant showed us time to be a synthetic category of consciousness: a way of organizing experience
Cultural time
the way social groups and societies organize time
technical- precise forms with scientific inquiry
formal- time into units
informal time- the loose organization of time associated with phrases like soon and right away
diffused and displaced time orientations
societies with displaced time orientations
Societies with displaced time orientations view time very precisely
diffused time orientations view time approximately.
Monochronism and Polychronism
- Monochronic individuals and cultures tend to schedule things one at a time.
- Polychronic individuals and culture engage in multiple activities at the same time.
- P & M time is related to different attitudes toward interpersonal relationships.
Time tracks and the social clock.
explicit schedules for doing a variety of tasks.These “time tracks” define the rhythm and tempo of life.
structured
Haptics
touching behavior
greetings and departures, touching can occur in a variety of circumstances also during a conversation.
While haptics can be hostile (kicking), more often haptic behavior is used to indicate the degree of intimacy.
5 Haptic behaviors categories of intimacy:
- functional/professional2. social/polite3. friendship/warmth4. love/intimacy5. sexual arousal
Kinesics
Eye Contact – Oculesics
Facial Expression
Posture
Gestures
EYE CONTACT (oculesics)
direct eye contact symbolizes listening and attention,
or
direct eye contact is seen as unfavorable
Oculesic movements are also frequently associated with Kinesic movements:Raising of an eyebrow & looking into the eye of the other person, to get a message across.
Facial Expression
The combined expressive force of our mobile chin, lip, cheek, eye, and brow muscles is without peer in the animal kingdom. Better than any body parts, our faces reveal emotions, opinions, and moods.
We learn to manipulate some expressions
(smile)
Others are unconscious (lip-pout, tense-
mouth, tongue-show) reflect feelings and
attitudes.
The first major scientific study of facial communication was published by
Charles Darwin in 1872.
Darwin concluded that many expressions and their meanings are universal: astonishment, shame,
Standards of “good” body action
Appropriateness (movement, dress) Variety Physical Coordination Verbal Coordination Dynamic
Functions of Gestures
Repeating – reinforces verbal
Substituting – no verbal: pulling into parking space
Complementary - Accents & adds to verbal
Deceiving/Revealing – behavior, “poker” face
Regulating – cues to others
Accenting – verbal punctuation
*Reinforcing
A. provides emphasis: pounding on a table, clenched fist
B. makes a suggestion: shaking finger (emblems)
*Descriptive
Illustrators – provides visual reference to verbal
Paralanguage
Vocalics
variable characteristics of the voice
Vocal Qualifiers
Rate – Words Per Minute (wpm); Assimilation
Loudness – vocal variety
Pitch – level: Optimum, habitual
Quality – timbre: nasality / breathiness / harshness
Proxemics
The way personal space is structured is referred to as proxemics.
Personal space, or distance from other persons is a powerful concept, and research suggests it directly relates to our interpretation of the meaning of messages conveyed by the other person.
Objectics
Use of objects, props, decoration, clothing, sound, temperature, lighting, etc. to create messages personally, at work, home, etc
Perception
Other half of communication deals with the receiving of messages
Reception- sensory: taste, touch, sight, sound, smell. But not complete – receiver must decode: understanding / assign meaning Reception – sensory – “hearing” Perception – sensory & interpretation decoding the message assigning meaning – “listening”
Perception is affected by our
Preparation to perceive, or
Set of expectancies
We receive what we want to receive, or defend against what we don’t want to receive.
Jean Piaget (psychologist) calls this “autistic thinking,”
Thought process where “truth” (what is actually there) is confused with “desire.” (what we want to be there)
We experience
pattern closing tendencies., which are;
Seeing things as complete, even when they aren’t. We complete the pattern, fill in the scene.
In the extreme, this is called paranoia
Hearing
Physical ability
Physical condition – tired, alert
Noise – interference
Relationship of sensation & vocabulary
Perceptive Listening
Readiness to Listen (sense) Recognition of the problems (attitude, boredom, fatigue) Awareness of different kind of listening situations (casual, formal) Ability to interpret – judge & analyze
InterpersonalCommunication
Any form of communication involving other people;
All human communication is essentially interpersonal;
TYPES OF INTERPERSONAL COMM list greatest to smallest
Mass Public Organizational Group Dyad Intrapersonal
Dyad
Most basic form of “group” / interpersonal structure
Consists of ONLY 2 people.
Dyad Rule #1
At any time there are more than 2 people, the structure ceases to be a dyad
Dyad Rule #2
Dyads are Co-Active
Constantly sending & receiving information;
Constantly sharing;
Constantly changing
Dyad Rule # 2
Therefore: The smallest number of people necessary for a successful INTERPERSONAL communication experience is 2.
Dyad Rule #3
Any time there is a change in the make-up / membership of a dyad,
it constitutes a new dyad!
Groups
look at diagrams
Any combination of people; 2 or more (dyads), 3 or more. Groups are INTERACTIVE Constantly sending & receiving information; Constantly sharing; Constantly changing
Group > Small Group > Large Group
Groups share the following features:
Roles: allocate responsibility for tasks Norms: identifies suitable behaviors Communication structure: details who talks to whomPower structure: who has the most influence
Why do groups form?
listed
- The similarity-attraction effect:
- The complementarity-of-needs hypothesis:
- The proximity-attraction effect:
- Exposure:
- Reciprocity:
- Basking in reflected glory:
The complementarity-of-needs hypothesis
we like people who possess qualities that fulfill our own needs
The proximity-attraction effect
we like people who are close by
Reciprocity:
we like people who like us
6 Reasons we join groups
- Affiliation- Humans are by nature gregarious
- Goal achievement
- Power
- Status
- Self-esteem
- Security- Sometimes individuals need protection from other groups or more powerful individuals
Group Behavior Characteristics
Cohesiveness
measure of the attraction of the group to its members (and the resistance to leaving it), the sense of team spirit, and the willingness of its members to coordinate their efforts.
Group Behavior Characteristics
Esprit de Corps
common spirit of comradeship, enthusiasm, and devotion to a cause among the members of a group.
Group Behavior Characteristics
Group Think
phenomenon wherein people seek unanimous agreement in spite of contrary facts pointing to another conclusion.
Group Behavior Characteristics
Shared Ignorance
is the transmission and distribution of inaccurate information around a group network, without group correction.
conditions:
Highly cohesive group
Isolation from alternative sources of information
Leader clearly favors a particular option
Group Behavior Characteristics
Leadership
Leadership
Eight Main Symptoms of Group Think
Illusion of Invulnerability: ignore obvious danger, risk/optomistic
Collective Rationalization: discredit and explain away warning contrary to grp
Illusion of Morality: believe their decisions are morally correct,
Excessive Stereotyping: - sterotypes of rivals outside the group.
Pressure for Conformity: pressure any1 in the group who express arguments
Self-Censorship: withhold their dissenting views and counter-arguments.
Illusion of Unanimity: perceive falsely that everyone agrees with the group’s decision; silence is seen as consent.
Mindguards: Some members appoint themselves to the role of protecting the group from adverse information that might threaten group complacency.
Symptoms of group think
Pressure to uniformity
A misperception or distortion of the actual state of affairs
Group may feel invulnerable or morally superior to other groups
The group may rationalize away any information that does not fit with the decision
Leadership see models (2)
a person influences others to accomplish a mission, task, or objective, and directs the organization in a way that makes it more cohesive and coherent.
A person carries out this process by applying leadership attributes (belief, values, ethics, character, knowledge, and skills).
Is there such a thing as a“natural born leader?”
tech yes- royalty
but nut natl born leadership- no no necessary skill from birth.
The skills of leadership can only be learned through experience, and the decision to accept the role is personal
Characteristics of Effective Leadership
CHAMP
Credibility – believability
Homophily – Most human communication will occur between a source and a receiver who are alike and have a common frame of reference
Attraction – social, physical – draws people
Membership Groups – alliances, support
Power – Actual - physical, social, professional. Referent – through others
Leadership Theory #1
BASS’ theory of leadership states that there are three basic ways to explain how people become leaders.
Trait Theory Personality traits lead people “naturally” into leadership roles.
Great Events Theory A crisis or important event cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person.
Transformational Leadership Theory People can choose to become leaders. People can learn leadership skills.
Leadership Theory # 2
Leadership Styles
4
Tough Autocrat
Little confidence in subordinates
Distrusts them – constant oversight
Makes most/all decisions & passes them down
Makes threats to ensure that orders are obeyed –rigid disciplinarian
Benevolent Autocrat
Superior parent figure - “sugar coated” autocrat
Makes all the important decisions; source of all standards
Convinces subordinates to go along
Rewards as well as punishments may be used to ‘motivate’ people
Loyalty demanded
Laissez-Faire
french 4 leave alone
a doctrine opposing governmental interference in economic affairs beyond the minimum necessary for the maintenance of peace and property rights
Democratic
Has confidence and trust in most people
Communicates and consults widely – shares - catalyst
Will seek the views of his coordinates
Retains decision making
Leadership Theory # 3
Douglas McGregor
The Human Side of Enterprise” (1960)
models in packet
Theory X Assumptions
The average human being has an inherent dislike of work and will avoid it if he can.
Because of their dislike for work, most people must be controlled and threatened before they will work hard enough.
The average human prefers to be directed, dislikes responsibility,
Theory Y Assumptions
The expenditure of physical and mental effort in work is as natural as play or rest.
Control and punishment are not the only ways to make people work, man will direct himself if he is committed to the aims of the organization.
Leadership Theory #4
Theory Z - William Ouchi
Theory Z is not a McGregor idea and is not an extension of XY theory
Referred to as the ‘Japanese’ management style
Places a large amount of freedom and trust with workers, and assumes that workers have a strong loyalty and interest in team-working and the organization.
Places more reliance on the attitude and responsibilities of the workers
Conflict
interaction of interdependent people who perceive the opposition of goals, aims & values, and who see the other people as potentially interfering with those goals, aims and values.
III
Interaction
Interdependent
Incompatibility
What is Conflict?
Disagreement through which the parties involved perceive a threat to their needs, interests or concerns
3 Types of Conflict
Substantive (task) Affective (interpersonal) Procedural (procedural)
SAP
Substantive Conflict
intellectual opposition to the content of ideas
Can be a result of differences over:
procedures
ideas/opinions
reasoning processes
Based directly on the task / issues related to the task
Usually not the primary activity
sub-tasks, sub-goals – how to accomplish them
Affective Conflict
emotional, social & personal conflict Can be due to issues of: equity (fairness) dissatisfaction of social needs (such as needs for inclusion, control & affection) emotional states perceptions Goal displacement Role based conflict Conflict is over emotional goals Related to emotional / personal politics
All conflict is in part, affective
Procedural Conflict
Process based
No agreement on procedure
“You don’t want to do it my way because… you don’t like me.”
Escalates into affective conflict
Conflict resolution
is the solving of conflict between parties, and the maintaining of the solution.
Problem Solving
finding a solution to a identifiable problem
Decision Making
selecting and choosing among known solutions
Conflict Resolution Methods
Positional negotiating: drawing a line in sand; is a discussion among two or more people with the goal of reaching an agreement.
Mediation – Non binding: A voluntary and confidential process in which a neutral third-party facilitator helps people discuss difficult issues and negotiate an agreement. Parties create their own solutions and the mediator does not have any decision-making power over the outcome.
Arbitration: Is a process in which a neutral third-party after reviewing evidence and listening to arguments from both sides, issues a decision to settle the dispute.
Consensus – Compromise
Conflict Behavior Strategies
5
Competing Accommodating Avoiding Compromising Collaborating CAACC
Competing
is a style in which one’s own needs are advocated over the needs of others
Relies on an aggressive style of communication, low regard for future relationships, and the exercise of coercive power.
Those using a competitive style tend to seek control over a discussion.
Win - Lose
Accommodating
aka smoothing.
Persons using this style yield their needs to those of others, trying to be diplomatic. They tend to allow the needs of the group to overwhelm their own, which may not ever be stated, as preserving the relationship is seen as most important.
Lose - Win
Avoiding
Perhaps if we don’t bring it up, it will blow over.“
Generally, all that happens is that feelings get pent up, views go unexpressed, and the conflict festers until it becomes too big to ignore.
Conflict grows and spreads until it kills the relationship.
Because needs and concerns go unexpressed, people are often confused, wondering what went wrong in a relationship.
Lose - Lose
Compromising
Satisfactory, not satisfying.
We each remain shaped by our individual perceptions of our needs and don’t necessarily understand the other side very well.
We often retain a lack of trust and avoid risk-taking involved in more collaborative behaviors.
Collaborating
pooling of individual needs and goals toward a common goal.
“Win-Win problem-solving,”
Requires assertive communication and cooperation in order to achieve a better solution than either individual could have achieved alone.
It offers the chance for consensus, the integration of needs, and the potential to exceed the “budget of possibilities” that previously limited our views of the conflict
DECISION-MAKING AND PROBLEM-SOLVING
Steps
- Define the problem
- Look at potential causes for the problem
- Identify alternatives for approaches to resolve the problem
- Select an approach to resolve the problem
- Plan the implementation of the best alternative
- Monitor implementation of the plan- can it work?
- Verify if the problem has been resolved or not
brainstorming
1941 - Alex Osborn “Applied Imagination”.
“a conference technique by which a group attempts to find a solution for a specific problem by amassing all the ideas spontaneously by its members
Goal – “WISE SOLUTION”
1. What were the Costs? time, $, social, psychological Costs of not solving the problem? 2. Were all issues resolved? Were some “saved?” +/- 3. Is the agreement stable? Are people committed to it? Are some unnecessarily burdened? Is it efficient? Economically, socially 5. Rules followed? custom, etiquette, tactics – threats, promises 6. Use all resources? $, comm. channels
Mass Communication
When a sender distributes ACCURATE messages to many people simultaneously (roughly same time/potentially same time)
in interpersonal comm- the technology component adds to it
in mass- it is defined by TECHNOLOGY
it changes the comm components
began in 1920s- w/radio and tv at a broadcast level
Mass Comm Criteria (list)
-Large Audiences
-Rapid / Simultaneous Distribution
-Low Unit Cost- refers to indv instance of comm/W# of ppl watchin/length of time- cost gets divided-> lowered
(technology is needed in some form/buy/costs)
rating
# watching tv HH (household)
Share
# watching total watching (homes using tv-HUT) homes using tv figure
mass comm was first used
quickly caught on and was soon being used to distribute news, entertainment, and government regulations.
16c. Newspapers
17c. Magazines
19c. Wired telegraph
20c. Wireless, radio, TV
mass communication are a diff mindset thn comm…..
it is produced BY many people TO many people
produced by organizations
Differences btwn mass and intra
“Senders” do not create the message.
Identifiable face, name, voice may merely be part of the channel; part of the message itself.
These people are called “opinion leaders” because they help shape the views of those who receive the message.
gate keeping process
The media product passes through many levels of organizational processing on its way to the audience,
at each step in the process, the original data is filtered – reduced in length, edited for style, censored, etc
Each step in the process can be thought of as a gate through which the data must pass on its way to the consumer
observing>editing>presenting>event>production>broadcast <——gate keepers
FEEDBACK
diff nature
only part of comm remaining
Not immediate feedback,
PRO nd CON on volume* not content
(how many ppl watched/bought)
*greatest response u must appeal to the greatest number of people. *
=delayed; minutes, days, weeks, or not at all
To get the greatest number of people you:
appeal to the lowest common denominator.
The term lowest common denominator is often used to indicate a lowering of quality resulting from a desire to find common ground for many people.
