Exam 3 Study Flashcards
1
Q
Group Communication
A
3 or more interdependent people working to achieve a common goal.
2
Q
Interdependence
A
When the outcome of the project affects both the group and yourself
3
Q
Group Development Stages: Forming
A
The forming stage is a brief stage where the first time the group comes together as a single functioning unit.
4
Q
What do do in the forming stage
A
- Keeping it a good shallow conversation
- Discussing your name and background
5
Q
Group Development Stages: Storming
A
Where the group fights for formal or informal roles based on self goals
6
Q
What to do in the Storming Stage
A
- Go for a 2 for 1 deal
- Becoming more assertive
7
Q
Group Development Stages: Norming Stage
A
Were we learn our norms and the rules of the group and start to operate as a group
8
Q
Group Development Stages: Preforming Stage
A
Where the members of the group focus on the task
9
Q
Group Development Stages: Adjourning
A
Closure of the task and to reorganization your relationship with your group mates
10
Q
Inclusion
A
We all have a need to feel like to belong
11
Q
High needs of Inclusion
A
People who have high needs of Inclusion will want to belong.
12
Q
Low needs of Inclusion
A
People who have low needs of Inclusion don’t need to belong everywhere.
13
Q
Control
A
We all have a need to control power and submit power to others
14
Q
Affection
A
We all have a need to be liked
15
Q
High need of control
A
They are more determined to be a leader
16
Q
Low need of control
A
They are more willing to submit power
17
Q
High need for affection
A
High needs of affection will want to become more respected
18
Q
Lower need for affection
A
Lower needs of affection will not care about the difference between if people like them or not
19
Q
Emergent Leaders
A
Gradually achieve leadership role through there interaction of there groupmates
20
Q
Strategies to become an Emergent Leaders
A
- Talk Early, Talk Often (Outgoing)
- Know more and Share it (Credibility)
- Offer your Opinion (Show Leadership and Debate)
21
Q
Leadership Styles
A
The correlation of the Relationship with people and the tasks using the Blake Mouton Managerial Grid
22
Q
Country Club Manager
A
High Concern for people, Low Concern for Task
23
Q
Country Club Manager Descriptions
A
- Friendly
- Facilitating a Comfortable Work Environment
24
Q
Country Club Manager Decisions
A
- Inefficient
25
Country Club Manager Communication
- Light and Superficial
26
Country Club Manager Locations
Mostly found in Non-Profit Organizations
27
Authority Obedience Managers
High Concern for Productivity, Low Concern for People
28
Authority Obedience Descriptions
- Strive to maintain an efficient productive environment
- Insensitive
- Cruel
- Demanding
29
Authority Obedience Decisions
- Very Task Focused
30
Authority Obedience Communication
- Very On task
31
Authority Obedience Locations
Most For-Profit Organizations
32
Team Leader
High Concern for People, High Concern for tasks
33
Team Leader Decriptions
They work hard at integrating your goals with the group goals
- Workaholics
34
Team Leaders Communication
There open to all types of communication and highly responsive in there listening, and use the communication to build and environment of trust.
35
Impoverished Manager
Low Concern for Tasks, Low Concern for Relationships
36
Impoverished Manager Descriptions
They are shooting for the minimal amount and sustain the organization
- They avoid change
- They avoid Decision Making
- They avoid the Spotlight
37
Impoverished Manager Communication
Avoid communication with them
38
Middle of the Road Manager
Moderate Concerns for Tasks, Moderate Concerns for People
39
Middle of the Road Manager Descriptions
They negotiate with personal and tasks concerns
- Try to be fair
- 50/50 Focus Decision Making on not having it all
40
Middle of the Road Manager Communications
There open to all communication but have limits on both Personal and Task Communication to work with what they have.
41
Interpersonal Communication
2 people
42
Attraction
Positive Affect (Like)
43
Physical Attraction
Draw to another person because of the way they look (Types)
44
Social Attraction
Drawn to another person because there entertaining to you (Personality)
45
Task Attraction
Drawn with someone because you want to work with them
46
Proximitty
Factors that Influence People we are physically close too
47
Similarity
We tend to be attracted to the people who are like us
48
Status
Drawn to people who achieved something (higher status)
49
Stability
Drawn to people who are emotionally stable
50
Reduced Uncertainty
Drawn to people who tend to like us
51
Social Exchange Theory
- We enter relationships because we anticipate an award
- We work to maintain those relationships because they are more rewarding then costly
- When the relationships are no longer rewarding, we look to end the current ones and enter new relationships
(relational decision-making 2/3 of the time)
52
Social Exchange Theory Rewards & Cost
Same item can appear as a reward and a cost and depends on how its interpreted.
53
Social Exchange High Self-Esteem Alternate
Ending a relationship when the rewards out weight the cost. (I can do better)
54
Social Exchange Low Self-Esteem Alternate
Staying in a relationship when the cost out weight the rewards. (I can't do better)
55
Relational Dialectics Theory Main Points
- Contradictions
- Totality
- Process
- Praxis
56
Contradictions
Opposing forces that exist within relationships, like wanting both intimacy and personal space.
57
Totality
The idea that relationships are interconnected wholes, where one aspect influences all others.
58
Process
Relationships are constantly changing and evolving, not static.
59
Praxis
The idea that communication actions and interpretations are intertwined, meaning how we talk about our needs shapes the relationship.
60
Traditional Relational Dialects
- Autonomy versus Connection
- Openness versus Protection
- Novelty versus Predictability
61
Autonomy versus connection
Refers to our sanctimonious desires to be independent from our significant others and to find intimacy.
62
Openness versus Protection
To be open and vulnerable with our partners while wanting to be strategic, private, and protective in our communication with our partners.
63
Novelty versus Predictability
Conflicting desires for the comfort of stability and the excitement of change.
64
Managing Dialectics
- Cyclic Alternation
- Segmentation
- Selection
65
Cyclic Alternation
Where we choose different poles for different stages across the life span of the relationship
66
Segmentation
Where we choose different poles for different relational context
67
Selection
When we choose one pole and convince yourself that the other pole doesn't exist.
68
Overview of Relational Stage Model
- Stages are recognizable by the type of communication occurring.
- Changes in emotional & psychological closeness are revealed by coming together and coming apart.
- Stages vary in length; no set time limit for a stage after initiating.
- Relationships are dynamics, change is inevitable.
69
Initiating Stage
Deciding whether to begin the relationship (conversation)
Non-Verbals:
- Physical Appearance (Judging books cover), Body Posture, Appearance
Verbals:
- Hi, My name is ___
70
Experimenting Stage
Screening Process where people would share things to see what is common. (Your looking for consistency, and identifying cues.)
Verbals:
- Do you like ___?
Normal Conversations jump to terminating
71
Stagnating Stage
Stage where communication is kept to safe topics, but only a few topics are safe.
- Where the relationship is fighting
- Hostility and Frustration in the stagnating Stage
- 97% of times it goes back as long as relationship is still in there mind
72
Avoiding Stage
When the individuals of the relationship physically, psychologically, avoid one another.
- 25% chance to coming back
- Verbals are more excuse making and superficial
- Working someone out of there head
73
Terminating Stage
When the relationship is officially over physically and psychologically.
74
Avoidance Interpersonal Conflict
Where the members of the relationship are unwilling or unable to work for themselves of for their partner.
"leave me alone"
75
Accommodation Interpersonal Conflict
We give the win to the other person but sacrifice own own personal goals
"I give up"
76
Competing Interpersonal Conflict
Where one party seeks to satisfy interest regardless of impact to the other party
"My way"
77
Compromise Interpersonal Conflict
Both parties win and give up something
"Let's find the middle way"
78
Collaboration Interpersonal Conflict
Both parties win
"We win"
79
Hearing
Act of receiving sound as a sensory experience
80
Listening
The active process of receiving, constructing meaning from, and responding to verbal and/or Non-Verbal messages.
81
Responsive Listeners
Tend to:
- Understand emotion / find common interests
- For Detailed Information
- To recognize if there partner understands them
- In a more non-verbally sensitive & emotionally expressive manner
82
Assertive Listeners
Tend to:
- Take action and/or solve problems
- To short, clear messages
- Assuming their partner understands them in conversation
- In a less non-verbally sensitive & emotionally expressive manner
83
Noise
- Physical Distractions
- Mental Distractions
- Factual Distractions
- Semantic Distractions
84
Perception of others as a listening barrier
- Status
- Stereotypes
- Physical Appearance
- Vocal Quality
85
Yourself as a listening barrier
- Ego
- Defensiveness
- Experience Superiority
- Personal Bias
86
How to Improve Listining
- Think Critically (Situation? Ideas? Credibility?)
- Using Verbal Communication (THINK BEFORE YOU SPEAK IN DESCRIPTIVE WAYS)
- Using Nonverbal Communication (OPEN BODY POSTURE)
- Check your understanding (ASK QUESTIONS)
