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AAH Final Review > Public Speaking Final > Flashcards

Public Speaking Final Flashcards

1
Q

Components of Listening Process

A 
Selecting
Attenting
Understanding
Remembering
Responding
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2
Q

Selecting

A

To focus on one sound as you sort through various sounds competing for your attention

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3
Q

Attending

A

To maintain a sustained focus on a particular message

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4
Q

Understanding

A

To assign meaning to messages

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5
Q

Remembering

A

To recall information

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6
Q

Responding

A

To confirm your understanding of a message

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7
Q

Listening Styles

A

Relational
Analytical
Critical
Task-Oriented

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8
Q

Relational

A

To prefer to focus on the emotions and feelings communicated by others verbally and nonverbally

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9
Q

Analytical

A

To withhold judgment, listen to all sides of an issue, and wait until the facts are mentioned before reaching a conclusion

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10
Q

Critical

A

To prefer to listen for the facts and evidence to support key ideas and an underlying logic and to also listen for errors, inconsistencies, and discrepancies

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11
Q

Task-Oriented

A

To look at the overall structure of the message to see what action needs to be taken and prefer efficient, clear, and brief messages

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12
Q

Listening Barriers

A 
Self-Focus
Emotional Noise
Criticism
Processing Rate
Receiver Apprehension
Shifting Attention
Cultural Differences
Barriers of Time
Barriers of Place
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13
Q

Self-Focus

A

Focusing on internal messages and being unable to select and attend to the other person’s message

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14
Q

Emotional Noise

A

A form of communication noise caused by emotional arousal

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15
Q

Criticism

A

Paying too much attention to a person’s appearance and speech characteristics rather than their message

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16
Q

Processing Rate

A

When the brain processes words faster than the speaker is saying them, leaving empty periods of time for the mind to wander

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17
Q

Receiver Apprehension

A

The fear of misunderstanding or misinterpreting the messages spoken by others or of not being able to adjust psychologically to messages expressed by others

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18
Q

Shifting Attention

A

Attempting to listen while doing other things

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19
Q

Cultural Differences

A

Meanings and deliveries of words are different among different cultures

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20
Q

Barriers of Time

A

The sharpness of the mind changes throughout the day

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21
Q

Barriers of Place

A

Being unable to focus and listen on account of a distracting environment

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22
Q

Process of Improving Listening Skills

A

Stop
Look
Listen

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23
Q

Meta-Communication

A

Communication about communication

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24
Q

How Men Communicate

A

More instrumental
Characterized by assertiveness and getting things done
More emphasis on the content of the messages and the information being exchanged
More attention given to the verbal elements

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25
Q

How Women Communicate

A

Use communication for the purpose of relating and connecting to others
More expressive
More emphasis on the relational elements of the message
More attention given to nonverbal elements

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26
Q

Discrimination

A

The unfair or inappropriate treatment of people based on their group membership

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27
Q

Culture

A

A learned system of knowledge, behavior, attitudes, beliefs, values, and norms that is shared by a group of people and shaped from one generation to the next

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28
Q

Co-Culture

A

A culture that exists within a larger cultural context

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29
Q

Intercultural Communication

A

Communication between people who have different cultural traditions

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30
Q

Culture Shock

A

Feelings of confusion, loss, stress, and anxiety that a person may experience when encountering a culture different from his or her own

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31
Q

Worldview

A

A perspective shared by a culture or group of people about key beliefs and issues, such as death, God, and the meaning of life, that influences interactions with others

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32
Q

Globalization

A

The integration of economics and technology that is contributing to a worldwide, interconnected business environment

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33
Q

Ethnocentrism

A

The belief that one’s own cultural traditions and assumptions are superior to those of others

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34
Q

Individualism

A

A culture that values individual achievement and personal accomplishments

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35
Q

Collectivism

A

A culture that places a high value on collaboration, teamwork, and group achievement

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36
Q

Centralized Approach to Power

A

Values having power in the hands of a smaller number of people

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37
Q

Decentralized Approach to Power

A

Favors more equality and a more even distribution of power in government and organizations

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38
Q

Long-Term Orientation

A

Tend to be future oriented and value perseverance and thrift

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39
Q

Short-Term Orientation

A

Tend to value the past and present, respecting tradition, preserving face, and fulfilling social obligations

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40
Q

Barriers that Separate Us from OThers

A

Assuming Superiority
Assuming Similarity
Assuming Differences
Stereotyping and Prejudice

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41
Q

How We Can Adapt to Others

A 
Aim for intercultural communication competence
Seek information
Ask questions and listen
Tolerate ambiguity
Develop mindfulness
Become other-oriented
Ethically adapt to others
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42
Q

Interpersonal Communication

A

Communication that occurs between two people who simultaneously attempt to mutually influence each other, for the purpose of managing relationships

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43
Q

Impersonal Communication

A

Communication that treats people as objects or that responds only to their roles rather than to who they are as unique people

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44
Q

Matching Hypothesis

A

The theory that one tends to seek out individuals who represent the same level of physical attractiveness as oneself

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45
Q

Properties of Self-Disclosure

A

Reciprocity
Appropriateness
Risk

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46
Q

Social Penetration Model

A

A model of self-disclosure that asserts that in both the breadth and depth of information shared with another person increase as the relationship develops

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47
Q

Johari Window

A

A model that explains how self-disclosure varies from relationship to relationship; the model reflects various stages of relational development, degrees of self-awareness, and others’ perceptions

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48
Q

Relational Escalation

A 
Pre-Interaction Awareness
Initiation
Exploration
Intensification
Intimacy
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49
Q

Relational De-Escalation

A 
Turmoil
Stagnation
De-Intensification
Individualization
Separation
Post-Interaction
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50
Q

Relational Dialectics

A

A perspective that views interpersonal relationships as constantly changing rather than stable and that revolves around how relational partners manage tension

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51
Q

Interpersonal Conflict

A

A struggle that occurs when people cannot agree on a way to meet their needs

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52
Q

Constructive Conflict

A

Conflict characterized by cooperation in dealing with differences and helps build new insights and patterns in a relationship

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53
Q

Destructive Conflict

A

Conflict characterized by a lack of cooperation in dealing with differences and dismantles relationships without restoring them

54
Q

Pseudoconflict

A

Conflict stemming from a lack of understanding

55
Q

Simple Conflict

A

Conflict over differences in ideas, definitions, perceptions, or goals

56
Q

Ego Conflict

A

Conflict based on personal issues in which people attack each other’s self-esteem

57
Q

Irresolvable Conflict

A

A conflict that one or both parties deem impossible to resolve

58
Q

Assertive Communication

A

Communication that takes a listener’s feelings and rights into account

59
Q

Aggressive Communication

A

Self-serving communication that does not take a listener’s feelings and rights into account

60
Q

Conflict Management Skills

A

Manage Emotions
Manage Information
Manage Goals
Manage the Problem

61
Q

Small Groups

A

Three to fifteen people who share a common purpose, feel a sense of belonging to the group, and exert influence on one another

62
Q

Team

A

A coordinated group of people organized to work together to achieve a specific common goal

63
Q

Primary Group

A

A group, such as family, that exists to fulfill basic human needs

64
Q

Social Group

A

A group that exists to provide opportunities for group members to enjoy an activity in the company of others

65
Q

Secondary Group

A

A group formed to accomplish a specific task or goal

66
Q

Study Group

A

A group that exists to help group members learn new information and ideas

67
Q

Therapy Group

A

A group that provides treatment for problems that group members may have

68
Q

Problem-Solving Group

A

A group that meets to seek a solution to a problem and achieve a goal

69
Q

Focus Group

A

A group that is asked to discuss a particular topic or issue so that others can better understand how the group members respond to the topic or issue presented to them

70
Q

Bona Fide Perspective

A

A perspective that focuses on how groups actually operate within organizations

71
Q

Task Role

A

A role that helps a group achieve its goal and accomplish its work

72
Q

Social Role

A

A role that helps a group manage relationships and affects the group climate

73
Q

Individual Role

A

A role that focuses attention on the individual rather than on the group

74
Q

Norms

A

Standards that determine what is appropriate and inappropriate behavior in a group

75
Q

Rules

A

Followable prescriptions that indicate what behavior is expected or preferred

76
Q

Status

A

An individual’s importance and prestige

77
Q

Power

A

The ability to influence other people’s behavior

78
Q

Legitimate Power

A

Power that stems from being elected or appointed to a position of authority

79
Q

Referent Power

A

Power that stems from being liked

80
Q

Expert Power

A

Power derived from having expertise and information

81
Q

Reward Power

A

Power that comes from the ability to provide rewards or favors

82
Q

Coercive Power

A

Power that stems from being able to punish others

83
Q

Fisher’s Four-Phase Model of Problem Solving

A

Orientation
Conflict
Emergence
Reinforcement

84
Q

Orientation Phase

A

The first phase of group interaction in which members become adjusted to one another and to the group’s task

85
Q

Conflict Phase

A

The second phase of group interaction in which group members experience some degree of disagreement about social and/or task issues

86
Q

Emergence Phase

A

The third phase of group interaction in which conflict or disagreement is managed, decisions are made, and group problems begin to be solved or managed

87
Q

Reinforcement Phase

A

The fourth phase of group interaction in which group members express positive feelings toward one another and toward the group

88
Q

Six Critical Functions of Effective Groups

A 
Identify a clear, elevating goal
Develop a results-driven structure
Gather and share appropriate information
Develop options
Evaluate ideas
Develop sensitivity and a positive personal style
89
Q

Structure

A

The way a group or team discussion is organized, focusing on the group’s agenda and the task that needs to be achieved

90
Q

Interaction

A

The give-and-take discussion and responsiveness to other group members

91
Q

Dewey’s Reflective Thinking Model

A 
Identify and define the problem
Analyze the problem
Generate creative solutions
Select the best solution
Take action
92
Q

Groupthink

A

A faulty sense of agreement that occurs when members of a group fail to challenge an idea

93
Q

Trait Leadership

A

A view of leadership that identifies specific qualities or characteristics of effective leaders

94
Q

Functional Leadership

A

A view of leadership that identifies the key task and process roles that need to be performed in a group

95
Q

Situational Leadership

A

A view of leadership as an interactive process in which a leader gauges how to lead based on such factors as the quality of relationships among group members, the power of the leader, the nature of the task, and the maturity of the group

96
Q

Styles Leadership

A

A view of leadership that identifies three methods of interacting when leading others: authoritarian, democratic, and laissez-faire

97
Q

Transformational Leadership

A

A view of leadership that defines a leader as one who leads by shaping the vision of the group and by developing trust through high-quality interpersonal relationships with group members

98
Q

Cognitive Dissonance

A

The sense of mental disorganization or imbalance that may prompt a person to change when new information conflicts with previously organized thought patterns

99
Q

Maslow’s Hierarchy of Needs

A

The classic theory that humans have five levels of needs and that lower-level needs must be met before people can be concerned about higher-level needs

100
Q

Fear Appeals

A

Using fear tactics to scare someone into compliance

101
Q

Positive Appeals

A

Verbal messages promising that good things will happen if the speaker’s advice is followed

102
Q

Elaboration Likelihood Model

A

A contemporary theory that people can be persuaded both directly and indirectly

103
Q

Attitude

A

A learned predisposition to respond favorably or unfavorably to something

104
Q

Value

A

An enduring conception of right or wrong

105
Q

Belief

A

A sense of what is true or false

106
Q

Fact

A

A claim that something is or is not the case or that something did or did not happen

107
Q

Value

A

A claim that calls for the listener to judge the worth or importance of something

108
Q

Policy

A

A claim advocating for a specific action to change a regulation, procedure, or behavior

109
Q

Ethos

A

The credibility or ethical character of a speaker

110
Q

Pathos

A

Emotional appeals

111
Q

Logos

A

Logical arguments

112
Q

Syllogism

A

A three-part argument, including a major premise, a minor premise, and a conclusion

113
Q

Inductive Reasoning

A

Using specific instances or examples to reach a probable general conclusion

114
Q

Deductive Reasoning

A

Moving from a general statement or principle to reach a certain specific conclusion

115
Q

Causal Reasoning

A

Relating two or more events in such a way as to conclude that one or more of the events caused the others

116
Q

Causal Fallacy

A

Making a faulty cause and effect connection between two things or events

117
Q

Bandwagon Fallacy

A

Suggesting that because everyone believes something or does something, it must be valid, accurate, or effective

118
Q

Either-Or Fallacy

A

Oversimplifying an issue as offering only two choices

119
Q

Hasty Generalization

A

Reaching a conclusion without adequate supporting evidence

120
Q

Personal Attack

A

Attacking irrelevant or personal characteristics of someone connected with an idea rather than addressing the idea itself

121
Q

Red Herring

A

Irrelevant facts or information used to distract someone from the issue under discussion

122
Q

Appeal to Misplaced Authority

A

Using someone without the appropriate credentials or expertise to endorse an idea or product

123
Q

Non Sequitur

A

Latin for “it does not follow”; presenting an idea or conclusion that does not logically follow the previous idea or conclusion

124
Q

Problem-Solution

A

Presenting a problem and adapting to the audience as to how to solve the problem

125
Q

Cause and Effect

A

Showing how two or more situations are causally related

126
Q

Refutation

A

Organization according to objections your listeners may have to your ideas and arguments

127
Q

Motivated Sequence

A

Includes attention, need, satisfaction, visualization, and action

128
Q

Initial Credibility

A

The impression of a speaker’s credibility that listeners have before the speaker begins to speak

129
Q

Derived Credibility

A

The impression of a speaker’s credibility based on what the speaker says and does during the speech

130
Q

Terminal Credibility

A

The final impression listeners have of a speaker’s credibility, after the speech has been concluded

AAH Final Review (10 decks)

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