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COM 230 > FAMILIAR > Flashcards

FAMILIAR Flashcards

1
Q

what climate was SPT developed?

A

a point when open and honest communication was highly valued

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2
Q

who created the onion metaphor

A

Altman & Taylor (SPT)

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3
Q

what is the onion metaphor

A

an onion has layers, the outer layer is an individuals public image (characteristics visible to others) the central layers are aspects of the self that are revealed through self disclosure

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4
Q

what is self-disclosure?

A

the process of revealing information about oneself to others, at the core of relational development. Can be strategic or non-strategic

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5
Q

how does self-disclosure relate to SPT?

A

stranger on a train, breadth and depth of disclosure

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6
Q

what is the stranger on a train theory?

A

the vent that occurs when strangers reveal personal information to others in public places

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7
Q

what is breadth

A

number of topics discussed in a relationship

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8
Q

what is depth of disclosure?

A

as relationships move towards intimacy, there is more breadth and depth in disclosure

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9
Q

what are the stages of social penetration?

A

orientation, exploratory affective exchange, affective exchange, stable exchange

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10
Q

what is the orientation stage of SP?

A

revealing bits of ourselves to others, cautious, behavior guided by norms

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11
Q

what is the exploratory affective exchange stage of SP?

A

emergence of an individual’s personality communication becomes more spontaneous; few relationships pass this stage

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12
Q

what is the affective exchange stage of SP?

A

spontaneous communication; very relaxed and casual, use of personal idioms

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13
Q

what is the stable exchange stage of SP?

A

efficient communication; establishment of a personal system of communication. high degree of spontaneity

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14
Q

what are some assumptions of SET?

A
  • relationships are interdependent
  • relational life is a process; recognizes the important of time and change in relational life
  • humans seek rewards & avoid punishment
  • humans are rational human beings
  • the standards that humans use to evaluate costs & rewards vary over time and from person to person
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15
Q

What are some exchange patterns?

A

given matrix, effective matrix, and dispositonal matrix

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16
Q

what is the given matrix?

A

behavioral choices and outcomes that are determined by a combination of internal and external factors

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17
Q

what is the effective matrix?

A

the variety of alternative behaviors and outcomes that guide an individual’s choice for behaviors in social exchange

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18
Q

what is the dispositional matrix?

A

illustrates the way in which two people believe that rewards should be exchanged between them in a relationship

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19
Q

What are the exchange structures?

A

direct exchange, generalized exchange, and productive exchange

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20
Q

what is the direct exchange structure?

A

2 people reciprocate cost and rewards

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21
Q

what is the generalized exchange structure?

A

reciprocation involving social work and isn’t confined to 2 individuals

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22
Q

what is the productive exchange structure?

A

both partners incur costs and benefits at the same time

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23
Q

What are the social exchange outcomes?

A

 Outcome > CL > CLalt satisfying and stable
 Outcome > CLalt > CL satisfying and stable
 CLalt > CL > outcome unsatisfying and unstable
 CL > CLalt > outcome unsatisfying and unstable
 CLalt > outcome > CL satisfying and unstable
 CL > outcome > CLalt unsatisfying and stable

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24
Q

What are the criticisms of SET?

A

testability (central concepts of costs and rewards are not clearly defined)
utility (theory views humans as rational calculators who are able to come up with numerical representations of their relational lives)
scope (too narrow & ignores group influences on behavior)

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25
Q

what is the monologic approach to contradiction?

A

views contradictions in a relationship to be “either/or” in nature (close or distant)

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26
Q

what is the dualistic approach to contradiction?

A

views contradictions in a relationship as being separate and unrelated to one another and assumes that relationships may be evaluated differently at different times (measures level of closeness)

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27
Q

what is the dialectical approach to contradiction?

A

substituted both/and for either/or recognizing that people want multiple goals in their relational lives

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28
Q

Assumptions of Relational Dialectics Theory

A
  • relationships are not linear (swinging between contradictory desires held by a partner or both)
  • relational life is characterized by change
  • contradiction is the fundamental fact of relational life (pushes & pulls of tensions are ongoing)
  • communication is central to organizing and negotiating relational contradictions (people achieve dialectical unity through communication practices)
29
Q

what are the three basic dialectics?

A

autonomy and connection, openness and protection, and novelty and predictability

30
Q

What is autonomy and connection?

A

simultaneous desires to maintain independence and to fulfill our need for affiliation and inclusion

31
Q

what is openness and protection?

A

conflicting desires to be open and reveal personal information but also keep some information to ourselves

32
Q

what is novelty and predictability?

A

we have conflicting desires to experience comfort of stability and excitement of change

33
Q

what are the responses to dialectics?

A

cyclic alternation, segmentation, selection, and integration

34
Q

what is cyclic alternation?

A

sibling favor autonomy in their teen years but seek closeness in their adult relationships’

35
Q

what is segmentation?

A

partners isolate separate areas of the relationship in which the tension will be highlighted or emphasized

36
Q

what is selection?

A

people choose between opposing tensions

37
Q

what is integration?

A

synthesize opposing tensions

38
Q

The role of disclosure in SPT

A

process of revealing information about oneself to others, at the core of relational development
can be strategic or non-strategic

39
Q

The role of disclosure in CPMT

A

private disclosure is the process of revealing private information (does not have to be about the self and does not conflate disclosure with intimacy)

40
Q

Assumptions of CPMT

A
  • relational life is characterized by change
  • contradiction is the fundamental fact of relational life
  • humans are choice makers
  • humans are rule makers & rule followers
  • humans choices & rules are based on a consideration for others as well as the self
41
Q

criticisms of CPMT

A

heuristic (been used in many situations)
logical (contradiction between CPMT’s claim to be dialectical and the dualistic approach it takes)
utility (offers an explanation of the delicate process of coordinating disclosure and concealment

42
Q

assumptions of groupthink theory

A

associated with small-group communication
2 groups susceptible to groupthink: task-oriented groups or problem-solving groups
3 conditions underlie groupthink

43
Q

antecedent conditions to groupthink

A
  • stressed placed on individual group members may increase the potential for groupthink to occur
  • specific structural characteristics of the environment surrounding the group impact the decision-making process (group insulation, lack of impartial leadership, failure to establish clear decision-making procedures
  • high cohesiveness of the decision-making group, pressure to conform to high standards (conformity is the primary route leading to groupthink, cohesion doesn’t automatically lead to groupthink)
44
Q

symptoms of groupthink

A

overestimation of the group, closed-mindedness, pressure towards uniformity

45
Q

explain overestimation of the group

A

illusion of invulnerability (group believes it’s special enough to overcome obstacles)
belief in inherent morality (all group members are thoughtful and good; decisions will be good)

46
Q

explain closed-mindedness

A

Out-group stereotypes: assume that “enemies” aren’t intelligent enough to negatively impact the decisions that are made
collective rationalization: commitment of group to ignore any warnings that might cause group members to reconsider their thoughts and actions prior to making the final group decision

47
Q

explain pressure towards uniformity

A

Self-censorship: minimization of personal doubts and counterarguments by individual group members
Illusion of unanimity: group’s perception that all members are in agreement
Self-appointed mindgaurds: group members who protect or shield the group from adverse information
Pressures on dissenters: pressure placed on individuals who express opinions or viewpoints that are contrary to those held by the other group members

48
Q

criticisms of groupthink

A

great heuristic value (been researched in a variety of contexts)
questions about testability & validity (stood the test of time)

49
Q

assumptions of organizational culture theory

A

members create & maintain a shared sense of organizational reality resulting in a better understanding of the values of the organization
use of interpretation of symbols are critical to an organization’s culture
cultures vary across organizations and the perception of actions within these cultures are diverse

50
Q

symbols of OCT

A

physical, behavioral, verbal

51
Q

what are the cultural performances in organizations?

A

ritual, passion, social, political, enculturation

52
Q

what is the ritual performance?

A

communication rituals include behaviors that an individual routinely does everyday in the workplace

53
Q

what is the passion performance?

A

organizational stories that members enthusiastically share with one another

54
Q

what is the social performance?

A

common extensions of civility, politeness, and courtesies in an attempt to gain cooperation among an organizations members

55
Q

what is the political performance?

A

involve members communicative attempts to influence one another in the organization

56
Q

what is the enculturation performance?

A

the ways in which members obtain the necessary information and skills to perform their jobs within the organization

57
Q

criticisms of OCT

A

heuristic (widely applied)
utility (applauded for usefulness in explaining experiences of all employees)
logical consistency (different organizational narrators often tell different stories)

58
Q

focus of organizational information theory

A

organization as a system, interrelationships exisy among units in an organization
feedback helps accomplish goals
organizations will evolve as they try to make sense of feedback

59
Q

Weick’s view of organizations

A

sees the organization as a system taking in confusing or ambiguous information from its environment and making sense out of it

60
Q

what is enactment

A

interpretation of the information received and the organization determines the level of equivocality in this stage

61
Q

what is selection?

A

requires the organization to make a decision about the rules and cycles that will be used to reduce equivocality

62
Q

what is retention?

A

the stage at which the organization stores in memory those rules/strategies that were effective in reducing equivocality for future reference

63
Q

what are aristotles 5 cannons of rhetoric?

A

invention, arrangement, style, memory, delivery

64
Q

invention

A

the construction/development of an argument that is relevant to the purpose of a speech

65
Q

arrangement

A

a speaker’s ability to organize a speech

66
Q

style

A

the use of language to express ideas in a certain manner

67
Q

memory

A

aristotle did not spend time delineating the importance of memory; memory involves having a basic understanding of the material and techniques used in speech making

68
Q

delivery

A

nonverbal presentation of a speaker’s ideas

COM 230 (2 decks)

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