Final Flashcards
interpersonal communication
the exchange of verbal and nonverbal messages between two people who have a relationship and are influenced by the partner’s messages
impersonal communication
messages that are role-based, with little relational development or expressed emotion
hyperpersonal communication
a phenomenon surrounding online communication in which a lack of proximity, visual contact, or nonverbal cues results in enhanced intimacy
relational network
a web of relationships that connects individuals to one another
family
a small social group bound by ties of blood, civil contract, and a commitment to care for and be responsible for one another, usually in a shared household
social relationships
relationships that are functional within a specific context but are less intimate than friendships
love
a deep affection for and attachment to another person involving emotional ties, with varying degrees of passion, commitment, and intimacy
intimacy
closeness and understanding of a relational partner
social information processing theory
the theory that communicators use unique language and stylistic cues in their online messages to develop relationships that are as close as those that grow from face-to-face contact; because using text takes time, the process may take longer to become intimate
proximity
a state of physical nearness
inclusion
to involve others in our lives and to be involved in the lives of others
social exchange theory
theory that explains the process of balancing the advantages and disadvantages of a relationship
rewards
beneficial elements of a relationship
costs
negative elements of a relationship
uncertainty reduction theory
theory that when two people meet, their main focus is on decreasing the uncertainty about each other
passive strategies
observing others in communication situations without actually interacting with them
active strategies
in relationship management, strategies that allow one to obtain information about a person more directly, by seeking information from a third party
interactive strategies
strategies that allow one to obtain information by speaking directly with a person rather than observing or asking others for information
relational dialectics theory
theory that dialectical tensions are contradictory feelings that tug at us in every relationship
dialectical tensions
tensions that arise when opposing or conflicting goals exist in a relationship; can be external or internal
social penetration theory
the theory that partners move from superficial levels to greater intimacy through self-disclosure
communication privacy management theory
explanation of how people perceive the information they hold about themselves and whether they will disclose or protect it
boundary turbulence
readjusting the need for privacy against the need for self-disclosure and connection when there is a threat to one’s privacy boundaries
strategic topic avoidance
when one or both relational partners maneuver the conversation away from undesirable topics because of the potential for embarrassment, vulnerability, or relational decline
turning points
positive or negative events or changes that stand out in people’s minds as important to defining their relationships
initiating stage
the stage of a relationship in which one makes contact with another person
exploratory stage
stage of a relationship in which one seeks relatively superficial information from one’s partner
intensification stage
stage of a relationship in which relational partners become increasingly intimate and move their communication toward more person self-disclosures
stable stage
stage of a relationship in which it is no longer volatile or temporary; both partners have a great deal of knowledge about one another, their expectations are accurate and realistic, and they feel comfortable with their motives for being in the relationship
integrating
the process of relation partners becoming one
bonding
the process of relational partners sharing formal symbolic messages with the world that their relationship is important and cherished
declining stage
stage at which a relationship begins to come apart
repair tactics
ways to save or repair a relationship
termination stage
the end of a relationship; may come about by a gradual decline in the relationship or by sudden death
reconciliation
a repair strategy for rekindling a terminated relationship
conflict
negative interaction between two or more interdependent people, rooted in some actual or perceived disagreement
conflict management
the way we engage in conflict and addresss disagreements with relational partners
unproductive conflict
conflict that is managed poorly and has a negative impact on the individuals and relationships involved
productive conflict
conflict that is managed effectively
provocation
intentional instigation of conflict
taking conflict personally
feeling so threatened by conflict that most disagreements are taken as personal insults or assaults
communication climate
the dominant temper, attitudes, and outlook of relational partners
defensive climate
a communication climate in which the people involved feel threatened or controlled
supportive climate
a communication climate that offers communicators a chance to practice empathy and honestly explore the issues involved in the conflict situation
cyberbullying
multiple abusive attacks on individual targets conducted through electronic channels
trolling
posting of provocative or offensive messages to whole forums or discussion boards to elicit some type of general reaction
escapist strategies
strategies that people use to try to prevent or avoid direct conflict
avoiding
an escapist tactic used to stay away from direct conflict
competitive strategies
conflict styles that promote the interest of individuals who see conflict as a win-lose battle
obliging
an escapist tactic used to stay away from direct conflict
direct fighting
conflict style in which people use assertiveness to argue openly to get their way, which can sometimes lead to verbal aggressiveness
verbal aggressiveness
attacks on individuals, rather than on issues
indirect fighting
conflict style that involves using passive-aggressive tactics to express conflict without engaging in it openly
cooperative strategies
strategies that benefit a relationship, serve mutual rather than individual goals, and strive to produce solutions that benefit both parties
compromising
a way to resolve conflict in which both parties must give up something to gain something
collaborating
conflict style that involves finding a win-win solution that satisfies all parties
apologize
to openly take responsibility for your own misbehavior in a miscommunication
forgive
conflict reconciliation strategy in which people emotionally move past the conflict and let go of the bitterness and resentment
group
collection of more than two people who share some kind of relationship, communicate in an interdependent fashion, and collaborate toward some shared purpose
primary group
long-lasting group that forms around the relationships that mean the most to its members
support group
set of individuals who come togethers to address personal problems while benefiting from the support of others with similar issues
social group
group in which membership offers opportunities to form relationships with others
problem-solving group
group with a specific mission
study group
group that is formed for the specific purpose of helping students prepare for exams
team
group that works together to carry out a project or specific endeavor or to compete against other teams
self-directed work team
group of skilled workers who take responsibility for producing high-quality finished work
forming
the stage of group development in which group members try to negotiate who will be in charge and what the group’s goals will be
storming
the stage of group development in which members inevitably begin experiencing conflicts over issues such as who will lead the group and what roles members will play
norming
the stage of group development in which members establish agreed-upon norms that govern expected behavior
norms
recurring pattens of behavior or thinking that come to be accepted in a group as the usual way of doing things
performing
stage of group development in which members combine their skills and knowledge to work towards the group’s goals and overcome hurdles
adjourning
stage of group development in which members reflect on their accomplishments and failures as well as determine whether the group will disassemble or take on another project
termination ritual
final get-together to celebrate a group’s achievements
punctuated equilibrium
stage of group development in which groups experience a period of inertia or inactivity until they become aware of time, pressure, and looming deadlines, which then compel group members to take action
moderators
individuals present on online discussion boards to uphold the rules of the site and give members a sense of organization
clique (coalition)
small subgroup of individuals who have bonded together within a group
counter coalitions
subgroups that are positioned against other subgroups
social ostracism
exclusion of a particular group member
social loafing
failure to invest the same level of effort in the group that people would put in if they were working alone or with one other person
network
a pattern of interaction that governs who speaks with whom in a group and about what
chain network
a network in which information is passed from one member to the next rather than shared among members
all-channel network
network in which all members are an equal distance from one another and all members interact with each other
wheel network
network in which all group members share their information witho ne central individual, who then shares the information with the rest of the group
task roles
roles that are concerned with the accomplishment of the group’s goals
social rules
group roles that evolve to reflect individual members personality traits and interests
antigroup roles
roles that create problems because they serve individual members’ priorities at the expense of overall group needs
role conflict
situation that arises in a group whenever expectations for members’ behavior are incompatible
cohesion
degree to which group members have bonded, like each other, and consider themselves to be one entity
communication apprehension
fear or anxiety associated with communication, which is often a common barrier to effective delivery
assertiveness
the use of communication messages that demonstrate confidence, dominance, and forcefulness to achieve personal goals
argumentativeness
a particular form of assertiveness, in which a person tends to express positions on controversial issues and verbally attack the positions that other people take
leadership
ability to direct or influence others’ behaviors and thoughts toward a productive end
legitimate power
power that comes from an individual’s role or title
coercive power
power that stems from a person’s ability to threaten or harm others
reward power
power that derives from an individual’s capacity to provide rewards
expert power
power that comes from the information or knowledge that a leader possesses
referent power
power that stems from the admiration, respect, or affection that followers have for a leader
directive leader
leader who controls the group’s communication by conveying specific instructions to members
supportive leader
leader who attends to group members’ emotional needs
participative leader
leader who views group members as equals, welcomes their opinions, summarizes points that have been raised, and identifies problems that needs discussion rather than dictating solutions
laissez-faire leader
leader who trusts others to handle their own responsibilities, does not take part in the group’s discussions or work efforts, and provides feedback only when asked
achievement-oriented leader
leader who sets challenging goals and communicates high expectations and standards to members
visionary leaders
leaders who are ale to picture a new or different reality from what currently exists and consider the bigger, long-range picture of the future of the group or organization
charismatic leaders
vibrant, likable communicators who generate a positive image among their followers
transformative leaders
leaders who spark change not only by having a new vision but also bt conveying that vision clearly to others and energizing the group toward meeting the goals set forth in the vision
bullying
behaviors such as harsh criticism, name calling, gossip, slander, personal attacks, or threats to safety or job security, used to try to acquire and keep control over an entire group or individual members within a group
groupthink
a situation in which group members strive to maintain cohesiveness and minimize conflict by refusing to critically examine ideas, analyze proposals, or test solutions
brainstorming
a process that entails focusing on a general area of interest, amassing information, thinking creatively, and considering problems and solution related to the topic
agenda
a plan for meeting that details the subject and goal, logistics, and a schedule
nonbinding straw poll
an informal vote on a decision that can help a group move forward when time is an issue
grouphate
the extent to which a person detests working in groups
organization
group with a formal governance and structure
organizational communication
the interaction necessary to direct a group toward multiple sets of goals
classical management approach
an approach to organizational communication that likens organizations to machines, with a focus on maximizing efficiency
division of labor
an aspect of the classical management approach that assumes each part of an organization must carry out a specialized task for the organization to run smoothly
hierarchy
layers of power and authority in an organization
human relations approach
management approach that considers the human needs of organizational members
human resources approach
an approach to management that considers organizational productivity from workers’ perspectives and considers them assets who can contribute their useful ideas to improve the organization
systems approach
an approach to management that views an organization as a unique whole consisting of important members who have interdependent relationships in their particular environment
openness
an organization’s awreness of its own imbalances and problems
adaptability
an organization’s ability to adjust to changing times and circumstances
organizational culture
an organization’s unique set of beliefs, values, norms, and ways of doing things
organizational storytelling
the communication of the company’s values through stories and accounts, both externally and internally
organizational hero
an individual who achieves great things for an organization through persistence and commitment, often in the face of great risk
organizational assimilation
process by which newcomers learn the nuances of the organization and determine if they fit in
mentor
seasoned, respected member of an organization who serves as a role model for a less experienced individual
peer relationships
friendships that form between colleagues at an organization as a result of peer communication
peer communication
communication between individuals at the same level of authority in an organization
surveillance
monitoring t of employees to see how they are using technology at work, particularly the internet and social media
globalization
thr growing interdependence and connectivity of societies and economics around the world
global social enterprises
organizations which attempt to help underdeveloped economies reach greater potential through improved innovation, entrepreneurship, and regional stability as well as by developing legal structures, stabilizing financial systems, and raising money
work life balance
achieving success in one’s personal and professional life
