QUIZ 2 Flashcards
communication definition
- 2-way process* wherein the message in the form of thoughts, ideas, feelings etc. is transmitted between 2 or more persons with the intent of shared understanding*
- more useful in illustrating communication process
- 3 models: transaction, linear transmission, interaction
transmission (linear) model definition
concerned with clarity and effectiveness, sender and message focused
- semantic (encoding and decoding process -smo doesn’t understand smth) and physical (noise in background) environment
- ENCODING - the sender ensures the message is conveyed successfully
- MESSAGE CHANNEL - the message you are trying to send and decode to the receiver
- NOISE - barriers in communication
- decoding - receiver
examples of transmission (linear) model
- french speaker can’t understand another language
- text messaging, autocorrect
- fm antennae can’t decode am radio
- loud crowd interferes in you sending a message
interaction model definition
alternate positions between sender and receiver, send feedback to each other
- interactive, 2 way process
- concerned with communication process
- many messages are sent so many might not be received
- physical (sofa, lighting, temperature) and psychological (anxiety)
- SENDER - initiates convo and has conceptualized the idea he wants to convey to receivers
- ENCODING - words or non verbal ways to translate the information into a message
- MESSAGE - non verbal or verbal messages that triggers response from receiver
- DECODING - receiver tries to interpret message to best of ability
- RECEIVER - targeted or intended person to get message
- FEEDBACK- ensures receiver got message and interpreted correctly, increases effectiveness of communication as receiver responses back (sender knows efficiacy of message)
- NOISE - all around, chances are the message isn’t received
interaction model examples
- online learning, teachers lecture and students questions
- asking teacher feedback on writing before submitting it
- social media, brand post promotional message and public posts questions, concerns
transaction model definition
- communication as a process in
which communicators generate social realities within social, physical+psychological, relational, and cultural
contexts - communication is a force that shapes our realities before and after specific interactions occur-must account for contextual influences outside of a single interaction
- This model includes participants who are simultaneously senders and receivers and accounts for how communication constructs our realities, relationships, and
communities.
- communicators are simultaneously senders and receivers
- co-creation of meaning w 4 contexts
- social: stated rules (greet people, dont lie, thank people) or unstated norms (pick up on observation, practice) that guide communication
-relational: previous interpersonal history and type of relationship we have, act different with someone we’ve known vs just met
- cultural: race, gender, nationality etc., intercultural communication is important to communicate well, be open minded
- physical: visuals, timing, lighting, personal space, body language
- psychological: pre-existing views affects understanding of messages, personal beliefs/emotions influence understanding,
transcation model examples
- on a first date talking about yourself, the date is nonverbal (you don’t wait and decode it), you keep talking
summary of some models
tuckman: outlines 5 main stages of group formation
disc: predicts behaviou based on 4 key personality traits
grip: identified four interrelated components of highly functional teams, commonly used as tool for pro sports teams, CJS teams to identify potential causes of dysfunction to raise awarenress of performance issues
thomas-kilmann: designed to measure a person’s behaviour in conflict situations, describes main approaches to handling team conflict
lencioni model: summarizes common porblems teams experience that impact effectiveness
tuckman team model
- outlines 5 main stages of group formation
- teams may move from producing to organizing
- FORMING: preliminary boundaries and expectations are established. getting to know everyone, make set of shared expectations, build trust and know strengths+weaknesses, careful speech, leaders do their things
- STORMING: prelim boundaries/expect are challenged as we learn more about the motivations -brainstorming, work habits, conflicts, test opinions, leader: assertive what do we want to accomplish
- NORMING: resolve problems, assigned roles and works on their parts, check in with e/o, group cohesion, if smo doesn’t understand revisit the forming/storming stage, leaders: back off, monitor
- PERFORMING: estbalished synergy, worked well together, =few teams reach this stage, support e/o, self firected but oriented to team goals
leader: stay out teams way - ADJOURNING: going their seperate ways, celebrate, review lessons, beware of avoidant behaviour
disc model
- predicts behaviour based on 4 key personality traits
- DOMINANCE: direct, challenges, competitive, results orientated, ego-driven , STR: organizer, time management, innovative, WEK: argumentative, disrespectful of authority, take on too much, stubborn
- INSPIRING/INFLUENTIAL: people orientated, optimistic, enthusiastic, trusting, creative, STR: cheer leader, negotiator, peace meaker, people person, creative problem solver, WEK: popularity than results, lacks attention to detail, disorganized, impulsive, undisciplined, exxagerate
- STEADY/SUPPORTIVE: accurate, cautious, analytical, friendly, empathetic, reliable, STR: dependable, loyal, good at conflict resolution, calm, peacemakers, even tempered, take high pressure, WEK: resistant to change, sensitive to criticism, difficulty prioritizing, avoid confrontation, hesitant to share opinion
- CAUTIOUS/CONSCIENTIOUS/COMPLIANT: sincere, dependable, high standards, values precision, analytical and systematic, even tempered, STR: great info gather, define situations precisely, offers realistic perspective, supervisors, faithful WEK: overly timid, bogged down in details, needs clear boundaries/procedures, difficulty accepting criticism, judgemental, moody, fear of rejection
grip model
- identified four interrelated components of highly functional teams, commonly used as tool for pro sports teams, CJS teams to identify potential causes of dysfunction to raise awarenress of performance issues
goals: Everyone must fully understand and be committed to the goals of the team, and of the organization. Everyone’s goals must be aligned in order to establish trust, make progress, and achieve desired outcome.
roles: All team members must know what part they play, what is expected, and how they are held accountable and responsible.
interpersonal: Quality communication and collaboration require and foster trust among team members; sensitivity and flexibility needed to deal with conflict and make progress.
processes: Defined system for how decisions are made, how the team solves problems and addresses conflict; defines workflow and procedures to be followed in completing the project
thomas-kilmann conflict model
-designed to measure a person’s behaviour in conflict situations, identified 5 key styles
COMPETING (assertive) : goal is to win, uncooperative behaviour, stands up for what they believe in, insensitive and selfish, highly assertive
- effective: quick decisive action needed, unpopular action must be taken on important issues, issue is vital and right course is clear, protect against people who take advantage of noncompetitive behaviour
ACCOMODATING ( unassertive, cooperative) : goal is to yield, self silencing good ideas=resentment, sacrificing, allows questionable decisions to move forward, bends rules, wants to appease other, allows others to get their way, tolerates decisions they don’t agree with, goes with the flow
-effective: when wrong, learning is important, demonstrating reasonableness is critical, when creating goodwill is paramount, when harmony is important
AVOIDING (unassertive, uncooperative) : goal is to delay, misses meetings, withholds info, procastinator, side steps and lets other handle things, not caring or interested, delays responses
- effective: when issue isn’t important, you won’t be satisfied, cool off, other can resolve issue more effectively, costs of conflict outweights benefit of resolution
COLLABORATING (assertive, cooperative) : goal is mutual participation, over analyzes, risk sharing, indecisive, great at seeing both sides of discussion, allows other to have opinion and express them, may be seen as someone who doesn’t want to take responsiblity for decisions
- effective: when important both sides be integrated, want to learn others’ views, merge diff perspectives, work through hard feelings interfered with interpersonal relationships
COMPROMISING : goal is to find middle ground, rushing to settle, posturing, eroding a principle, good fast decisions that meets both sides, may be seen as someone who wants to move on, doesn’t want to spend time debating the issue in full
- effective: when goals are less important than avoiding disruption caused by assertive conflict resolution styles, equal power and commitment to mutually exclusive goals, quickly reach solution, important to reach win-win for all
lencioni model
- summarizes common porblems teams experience that impact effectiveness
- 5 dysfunctions
bottom to top:
ABSENCE OF TRUST: low level of comfort makes it difficult to communicate and perform effectively, conceals weaknesses and mistakes, hesitates to ask for help, jump to conclusions about intentions of others, dread meetings hold grudges
FEAR OF CONFLICT: engage in healthy conflict- leads to artifical “peace”, conflict is normal and can be productive if managed properly, worry more personal risk management than tackling an issue, meetings boring bc of controversial topics=avoided
LACK OF COMMITMENT: don’t follow through on decisions or tasks, no meet deadlines, let teammates down, difficulty making decisions and second guess themselves, leads to fear of failure
AVOIDANCE OF ACCOUNTABILITY: second guessing and lack of common objectives then leads to inability to develop standards for performance, miss deadlines and deliver mediocre work
INATTENTION TO RESULTS: achieve true collective results- when focus on personal goals instead of project, lose sight of expected results that measure success, no ones planning to improve the results, lack focus and cleear objectives, distrcated
6 types of conflict
- TASK BASED
- coordinate tasks
solution: delegate tasks effectively, communicate the importance of responsbility and accountability, clarify roles - LEADERSHIP
- everyone has diff leadership styles
solution: emphasize mutual respect of differences, leaders should be aware of own styles - WORK STYLE
- diff styles
solution: mutua; respect for diff and understanding, usual prefer 1 style but may learn to deal with differences - PERSONALITY BASED
- Conflict not over a particular incident, but due to a fundamental incompatibility with their personalities.
solution: Accept that people have different perspectives and are valid, Remain professional, Find the source of the conflict. - DISCRIMINATION
- This workplace conflict is serious, and may be based on race, ethnicity, gender, gender expression, sexual orientation, etc.
solution: speak to a supervisor or mediator, Let all tell their stories in their own words. - CREATIVE IDEA
- can be positive but also not if tthere’s strong disagreement
solution: recognize the ideas of others, voice their own, and then gather the best ideas, Talk to each other and cooperatively decide on one idea or the other, Look for compromise, approach a colleague or supervisor if still disagreement.
