Public Speaking Final Flashcards
Components of Listening Process
Selecting Attenting Understanding Remembering Responding
Selecting
To focus on one sound as you sort through various sounds competing for your attention
Attending
To maintain a sustained focus on a particular message
Understanding
To assign meaning to messages
Remembering
To recall information
Responding
To confirm your understanding of a message
Listening Styles
Relational
Analytical
Critical
Task-Oriented
Relational
To prefer to focus on the emotions and feelings communicated by others verbally and nonverbally
Analytical
To withhold judgment, listen to all sides of an issue, and wait until the facts are mentioned before reaching a conclusion
Critical
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
Task-Oriented
To look at the overall structure of the message to see what action needs to be taken and prefer efficient, clear, and brief messages
Listening Barriers
Self-Focus Emotional Noise Criticism Processing Rate Receiver Apprehension Shifting Attention Cultural Differences Barriers of Time Barriers of Place
Self-Focus
Focusing on internal messages and being unable to select and attend to the other person’s message
Emotional Noise
A form of communication noise caused by emotional arousal
Criticism
Paying too much attention to a person’s appearance and speech characteristics rather than their message
Processing Rate
When the brain processes words faster than the speaker is saying them, leaving empty periods of time for the mind to wander
Receiver Apprehension
The fear of misunderstanding or misinterpreting the messages spoken by others or of not being able to adjust psychologically to messages expressed by others
Shifting Attention
Attempting to listen while doing other things
Cultural Differences
Meanings and deliveries of words are different among different cultures
Barriers of Time
The sharpness of the mind changes throughout the day
Barriers of Place
Being unable to focus and listen on account of a distracting environment
Process of Improving Listening Skills
Stop
Look
Listen
Meta-Communication
Communication about communication
How Men Communicate
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
How Women Communicate
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
Discrimination
The unfair or inappropriate treatment of people based on their group membership
Culture
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
Co-Culture
A culture that exists within a larger cultural context
Intercultural Communication
Communication between people who have different cultural traditions
Culture Shock
Feelings of confusion, loss, stress, and anxiety that a person may experience when encountering a culture different from his or her own
Worldview
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
Globalization
The integration of economics and technology that is contributing to a worldwide, interconnected business environment
Ethnocentrism
The belief that one’s own cultural traditions and assumptions are superior to those of others
Individualism
A culture that values individual achievement and personal accomplishments
Collectivism
A culture that places a high value on collaboration, teamwork, and group achievement
Centralized Approach to Power
Values having power in the hands of a smaller number of people
Decentralized Approach to Power
Favors more equality and a more even distribution of power in government and organizations
Long-Term Orientation
Tend to be future oriented and value perseverance and thrift
Short-Term Orientation
Tend to value the past and present, respecting tradition, preserving face, and fulfilling social obligations
Barriers that Separate Us from OThers
Assuming Superiority
Assuming Similarity
Assuming Differences
Stereotyping and Prejudice
How We Can Adapt to Others
Aim for intercultural communication competence Seek information Ask questions and listen Tolerate ambiguity Develop mindfulness Become other-oriented Ethically adapt to others
Interpersonal Communication
Communication that occurs between two people who simultaneously attempt to mutually influence each other, for the purpose of managing relationships
Impersonal Communication
Communication that treats people as objects or that responds only to their roles rather than to who they are as unique people
Matching Hypothesis
The theory that one tends to seek out individuals who represent the same level of physical attractiveness as oneself
Properties of Self-Disclosure
Reciprocity
Appropriateness
Risk
Social Penetration Model
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
Johari Window
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
Relational Escalation
Pre-Interaction Awareness Initiation Exploration Intensification Intimacy
Relational De-Escalation
Turmoil Stagnation De-Intensification Individualization Separation Post-Interaction
Relational Dialectics
A perspective that views interpersonal relationships as constantly changing rather than stable and that revolves around how relational partners manage tension
Interpersonal Conflict
A struggle that occurs when people cannot agree on a way to meet their needs
Constructive Conflict
Conflict characterized by cooperation in dealing with differences and helps build new insights and patterns in a relationship
Destructive Conflict
Conflict characterized by a lack of cooperation in dealing with differences and dismantles relationships without restoring them
Pseudoconflict
Conflict stemming from a lack of understanding
Simple Conflict
Conflict over differences in ideas, definitions, perceptions, or goals
Ego Conflict
Conflict based on personal issues in which people attack each other’s self-esteem
Irresolvable Conflict
A conflict that one or both parties deem impossible to resolve
Assertive Communication
Communication that takes a listener’s feelings and rights into account
Aggressive Communication
Self-serving communication that does not take a listener’s feelings and rights into account
Conflict Management Skills
Manage Emotions
Manage Information
Manage Goals
Manage the Problem
Small Groups
Three to fifteen people who share a common purpose, feel a sense of belonging to the group, and exert influence on one another
Team
A coordinated group of people organized to work together to achieve a specific common goal
Primary Group
A group, such as family, that exists to fulfill basic human needs
Social Group
A group that exists to provide opportunities for group members to enjoy an activity in the company of others
Secondary Group
A group formed to accomplish a specific task or goal
Study Group
A group that exists to help group members learn new information and ideas
Therapy Group
A group that provides treatment for problems that group members may have
Problem-Solving Group
A group that meets to seek a solution to a problem and achieve a goal
Focus Group
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
Bona Fide Perspective
A perspective that focuses on how groups actually operate within organizations
Task Role
A role that helps a group achieve its goal and accomplish its work
Social Role
A role that helps a group manage relationships and affects the group climate
Individual Role
A role that focuses attention on the individual rather than on the group
Norms
Standards that determine what is appropriate and inappropriate behavior in a group
Rules
Followable prescriptions that indicate what behavior is expected or preferred
Status
An individual’s importance and prestige
Power
The ability to influence other people’s behavior
Legitimate Power
Power that stems from being elected or appointed to a position of authority
Referent Power
Power that stems from being liked
Expert Power
Power derived from having expertise and information
Reward Power
Power that comes from the ability to provide rewards or favors
Coercive Power
Power that stems from being able to punish others
Fisher’s Four-Phase Model of Problem Solving
Orientation
Conflict
Emergence
Reinforcement
Orientation Phase
The first phase of group interaction in which members become adjusted to one another and to the group’s task
Conflict Phase
The second phase of group interaction in which group members experience some degree of disagreement about social and/or task issues
Emergence Phase
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
Reinforcement Phase
The fourth phase of group interaction in which group members express positive feelings toward one another and toward the group
Six Critical Functions of Effective Groups
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
Structure
The way a group or team discussion is organized, focusing on the group’s agenda and the task that needs to be achieved
Interaction
The give-and-take discussion and responsiveness to other group members
Dewey’s Reflective Thinking Model
Identify and define the problem Analyze the problem Generate creative solutions Select the best solution Take action
Groupthink
A faulty sense of agreement that occurs when members of a group fail to challenge an idea
Trait Leadership
A view of leadership that identifies specific qualities or characteristics of effective leaders
Functional Leadership
A view of leadership that identifies the key task and process roles that need to be performed in a group
Situational Leadership
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
Styles Leadership
A view of leadership that identifies three methods of interacting when leading others: authoritarian, democratic, and laissez-faire
Transformational Leadership
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
Cognitive Dissonance
The sense of mental disorganization or imbalance that may prompt a person to change when new information conflicts with previously organized thought patterns
Maslow’s Hierarchy of Needs
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
Fear Appeals
Using fear tactics to scare someone into compliance
Positive Appeals
Verbal messages promising that good things will happen if the speaker’s advice is followed
Elaboration Likelihood Model
A contemporary theory that people can be persuaded both directly and indirectly
Attitude
A learned predisposition to respond favorably or unfavorably to something
Value
An enduring conception of right or wrong
Belief
A sense of what is true or false
Fact
A claim that something is or is not the case or that something did or did not happen
Value
A claim that calls for the listener to judge the worth or importance of something
Policy
A claim advocating for a specific action to change a regulation, procedure, or behavior
Ethos
The credibility or ethical character of a speaker
Pathos
Emotional appeals
Logos
Logical arguments
Syllogism
A three-part argument, including a major premise, a minor premise, and a conclusion
Inductive Reasoning
Using specific instances or examples to reach a probable general conclusion
Deductive Reasoning
Moving from a general statement or principle to reach a certain specific conclusion
Causal Reasoning
Relating two or more events in such a way as to conclude that one or more of the events caused the others
Causal Fallacy
Making a faulty cause and effect connection between two things or events
Bandwagon Fallacy
Suggesting that because everyone believes something or does something, it must be valid, accurate, or effective
Either-Or Fallacy
Oversimplifying an issue as offering only two choices
Hasty Generalization
Reaching a conclusion without adequate supporting evidence
Personal Attack
Attacking irrelevant or personal characteristics of someone connected with an idea rather than addressing the idea itself
Red Herring
Irrelevant facts or information used to distract someone from the issue under discussion
Appeal to Misplaced Authority
Using someone without the appropriate credentials or expertise to endorse an idea or product
Non Sequitur
Latin for “it does not follow”; presenting an idea or conclusion that does not logically follow the previous idea or conclusion
Problem-Solution
Presenting a problem and adapting to the audience as to how to solve the problem
Cause and Effect
Showing how two or more situations are causally related
Refutation
Organization according to objections your listeners may have to your ideas and arguments
Motivated Sequence
Includes attention, need, satisfaction, visualization, and action
Initial Credibility
The impression of a speaker’s credibility that listeners have before the speaker begins to speak
Derived Credibility
The impression of a speaker’s credibility based on what the speaker says and does during the speech
Terminal Credibility
The final impression listeners have of a speaker’s credibility, after the speech has been concluded
