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Foundations Of Human Communication (COMM-108) > Exam 3 Study > Flashcards

Exam 3 Study Flashcards

1
Q

Group Communication

A

3 or more interdependent people working to achieve a common goal.

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2
Q

Interdependence

A

When the outcome of the project affects both the group and yourself

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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.

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4
Q

What do do in the forming stage

A
  • Keeping it a good shallow conversation
  • Discussing your name and background
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5
Q

Group Development Stages: Storming

A

Where the group fights for formal or informal roles based on self goals

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6
Q

What to do in the Storming Stage

A
  • Go for a 2 for 1 deal
  • Becoming more assertive
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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

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8
Q

Group Development Stages: Preforming Stage

A

Where the members of the group focus on the task

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9
Q

Group Development Stages: Adjourning

A

Closure of the task and to reorganization your relationship with your group mates

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10
Q

Inclusion

A

We all have a need to feel like to belong

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11
Q

High needs of Inclusion

A

People who have high needs of Inclusion will want to belong.

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12
Q

Low needs of Inclusion

A

People who have low needs of Inclusion don’t need to belong everywhere.

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13
Q

Control

A

We all have a need to control power and submit power to others

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14
Q

Affection

A

We all have a need to be liked

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15
Q

High need of control

A

They are more determined to be a leader

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16
Q

Low need of control

A

They are more willing to submit power

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17
Q

High need for affection

A

High needs of affection will want to become more respected

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18
Q

Lower need for affection

A

Lower needs of affection will not care about the difference between if people like them or not

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19
Q

Emergent Leaders

A

Gradually achieve leadership role through there interaction of there groupmates

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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)
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21
Q

Leadership Styles

A

The correlation of the Relationship with people and the tasks using the Blake Mouton Managerial Grid

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22
Q

Country Club Manager

A

High Concern for people, Low Concern for Task

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23
Q

Country Club Manager Descriptions

A
  • Friendly
  • Facilitating a Comfortable Work Environment
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24
Q

Country Club Manager Decisions

A
  • Inefficient
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25
Q

Country Club Manager Communication

A
  • Light and Superficial
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26
Q

Country Club Manager Locations

A

Mostly found in Non-Profit Organizations

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27
Q

Authority Obedience Managers

A

High Concern for Productivity, Low Concern for People

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28
Q

Authority Obedience Descriptions

A
  • Strive to maintain an efficient productive environment
  • Insensitive
  • Cruel
  • Demanding
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29
Q

Authority Obedience Decisions

A
  • Very Task Focused
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30
Q

Authority Obedience Communication

A
  • Very On task
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31
Q

Authority Obedience Locations

A

Most For-Profit Organizations

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32
Q

Team Leader

A

High Concern for People, High Concern for tasks

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33
Q

Team Leader Decriptions

A

They work hard at integrating your goals with the group goals
- Workaholics

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34
Q

Team Leaders Communication

A

There open to all types of communication and highly responsive in there listening, and use the communication to build and environment of trust.

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35
Q

Impoverished Manager

A

Low Concern for Tasks, Low Concern for Relationships

36
Q

Impoverished Manager Descriptions

A

They are shooting for the minimal amount and sustain the organization
- They avoid change
- They avoid Decision Making
- They avoid the Spotlight

37
Q

Impoverished Manager Communication

A

Avoid communication with them

38
Q

Middle of the Road Manager

A

Moderate Concerns for Tasks, Moderate Concerns for People

39
Q

Middle of the Road Manager Descriptions

A

They negotiate with personal and tasks concerns
- Try to be fair
- 50/50 Focus Decision Making on not having it all

40
Q

Middle of the Road Manager Communications

A

There open to all communication but have limits on both Personal and Task Communication to work with what they have.

41
Q

Interpersonal Communication

A

2 people

42
Q

Attraction

A

Positive Affect (Like)

43
Q

Physical Attraction

A

Draw to another person because of the way they look (Types)

44
Q

Social Attraction

A

Drawn to another person because there entertaining to you (Personality)

45
Q

Task Attraction

A

Drawn with someone because you want to work with them

46
Q

Proximitty

A

Factors that Influence People we are physically close too

47
Q

Similarity

A

We tend to be attracted to the people who are like us

48
Q

Status

A

Drawn to people who achieved something (higher status)

49
Q

Stability

A

Drawn to people who are emotionally stable

50
Q

Reduced Uncertainty

A

Drawn to people who tend to like us

51
Q

Social Exchange Theory

A
  • 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
Q

Social Exchange Theory Rewards & Cost

A

Same item can appear as a reward and a cost and depends on how its interpreted.

53
Q

Social Exchange High Self-Esteem Alternate

A

Ending a relationship when the rewards out weight the cost. (I can do better)

54
Q

Social Exchange Low Self-Esteem Alternate

A

Staying in a relationship when the cost out weight the rewards. (I can’t do better)

55
Q

Relational Dialectics Theory Main Points

A
  • Contradictions
  • Totality
  • Process
  • Praxis
56
Q

Contradictions

A

Opposing forces that exist within relationships, like wanting both intimacy and personal space.

57
Q

Totality

A

The idea that relationships are interconnected wholes, where one aspect influences all others.

58
Q

Process

A

Relationships are constantly changing and evolving, not static.

59
Q

Praxis

A

The idea that communication actions and interpretations are intertwined, meaning how we talk about our needs shapes the relationship.

60
Q

Traditional Relational Dialects

A
  • Autonomy versus Connection
  • Openness versus Protection
  • Novelty versus Predictability
61
Q

Autonomy versus connection

A

Refers to our sanctimonious desires to be independent from our significant others and to find intimacy.

62
Q

Openness versus Protection

A

To be open and vulnerable with our partners while wanting to be strategic, private, and protective in our communication with our partners.

63
Q

Novelty versus Predictability

A

Conflicting desires for the comfort of stability and the excitement of change.

64
Q

Managing Dialectics

A
  • Cyclic Alternation
  • Segmentation
  • Selection
65
Q

Cyclic Alternation

A

Where we choose different poles for different stages across the life span of the relationship

66
Q

Segmentation

A

Where we choose different poles for different relational context

67
Q

Selection

A

When we choose one pole and convince yourself that the other pole doesn’t exist.

68
Q

Overview of Relational Stage Model

A
  • 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
Q

Initiating Stage

A

Deciding whether to begin the relationship (conversation)

Non-Verbals:
- Physical Appearance (Judging books cover), Body Posture, Appearance
Verbals:
- Hi, My name is ___

70
Q

Experimenting Stage

A

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
Q

Stagnating Stage

A

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
Q

Avoiding Stage

A

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
Q

Terminating Stage

A

When the relationship is officially over physically and psychologically.

74
Q

Avoidance Interpersonal Conflict

A

Where the members of the relationship are unwilling or unable to work for themselves of for their partner.

“leave me alone”

75
Q

Accommodation Interpersonal Conflict

A

We give the win to the other person but sacrifice own own personal goals

“I give up”

76
Q

Competing Interpersonal Conflict

A

Where one party seeks to satisfy interest regardless of impact to the other party

“My way”

77
Q

Compromise Interpersonal Conflict

A

Both parties win and give up something

“Let’s find the middle way”

78
Q

Collaboration Interpersonal Conflict

A

Both parties win

“We win”

79
Q

Hearing

A

Act of receiving sound as a sensory experience

80
Q

Listening

A

The active process of receiving, constructing meaning from, and responding to verbal and/or Non-Verbal messages.

81
Q

Responsive Listeners

A

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
Q

Assertive Listeners

A

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
Q

Noise

A
  • Physical Distractions
  • Mental Distractions
  • Factual Distractions
  • Semantic Distractions
84
Q

Perception of others as a listening barrier

A
  • Status
  • Stereotypes
  • Physical Appearance
  • Vocal Quality
85
Q

Yourself as a listening barrier

A
  • Ego
  • Defensiveness
  • Experience Superiority
  • Personal Bias
86
Q

How to Improve Listining

A
  • 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)

Foundations Of Human Communication (COMM-108) (4 decks)

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