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NCM 113 Lecture (Finals) > Working with Groups Towards Community Development > Flashcards

Working with Groups Towards Community Development Flashcards

1
Q

Supports communities, of place and identity, to use their own assets to improve the quality of community life

A

Community Development

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2
Q

Helps communities and public agencies to work together to improve services and the way in which decisions are made

A

Community Development

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3
Q

Community Development is fundamentally based on the values of

A

Human rights
Social Justice
Equality
Respect for Diversity

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4
Q

The principles which underpins its practices are

A

Self-determination
Empowerment
Collective action
Working and learning together

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5
Q

A process where people come together to take action on what is important to them

it is rooted in the belief that all people should have access to health, wellbeing, wealth, justice, and opportunity

A

Community Development

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6
Q

People and communities have the right to make their own choices and decisions

A

Self-determination

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7
Q

People should be able to control and use their own assets and means to influence

A

Empowerment

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8
Q

Coming together in groups or organizations strengthens people’s voices

A

Collective Action

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9
Q

Collaboration and sharing experiences is vital to good community activity

A

Working and Learning together

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10
Q

Stages of Group Development

A
  1. Stage of Orientation
  2. Stage of Conflict
  3. Stage of Cohesiveness
  4. Work Group Stage
  5. Termination Stage
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11
Q

Stages of Group Development

Sharing of information; First impressions

A

Stage of Orientation

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12
Q

Stages of Group Development

Learning about the project and discussion of the project’s objectives and goals

A

Stage of Orientation

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13
Q

Stages of Group Development

Roles and Responsibilities; Group cohesiveness

A

Stage of Orientation

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14
Q

Stages of Group Development

Style of communication; Designation of leader

A

Stage of Orientation

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15
Q

Stage of Conflict

A
  1. Competition
  2. Comparison
  3. Management
  4. Authority
  5. Domination and Suppression
  6. Confrontation
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16
Q

The mindset that develops when people put too much value on team consensus and harmony

A

Groupthink

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17
Q

It is common when individuals are afraid to go against what most group members - especially dominant members - think

A

Groupthink

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18
Q

Common causes of Conflict

A

Personal (emotional) stress
Competition over resources
Communication breakdowns
External work conditions

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19
Q

Common Approaches to Conflict Resolution

A
  1. Avoiding (no way)
  2. Dominating (my way)
  3. Compromising (halfway)
  4. Accommodating (your way)
  5. Collaborating (our way)
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20
Q

It is the process of norming is designed to provide a means for groups to create processes for resolving issues, increasing production and setting up policy, and procedures for interaction

A

Stage of Cohesiveness

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21
Q

Factors Influencing Group Cohesiveness

A
  1. Interdependency
  2. Size
  3. Homogeneity
  4. Stability
  5. Location
  6. Status
  7. Leadership
  8. External Pressure
  9. Competition
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22
Q

Work Group Stage

A
  1. Shared vision
  2. Working towards achieving the goal
  3. Transfer of knowledge
  4. Cohesion, collaboration, solidarity
23
Q

Termination Stage

A

Perspectives
Debriefing

24
Q

Community Empowerment: Domains

A
  1. Participation
  2. Leadership
  3. Organizational structures
  4. Problem assessment
  5. Resource mobilization
  6. Asking why
  7. Links with others
  8. The role of outside agents
  9. Program management
25
A collaborative relationship between willing entities formed to address shared objectives
Community Partnership (Collaboration and Partnership)
26
3 Categories of Community Change
1. Programs 2. Policies 3. Practices
27
Characteristics of Effective Community Partnerships
1. Leadership 2. Aligned vision 3. Roles, Responsibilities, and Accountabilities 4. Framework for Culture and Values 5. Communication
28
Steps in Collaboration
1. Vision, Mission, and Objectives 2. Action plan 3. Developing leadership 4. Documenting change 5. Technical assistance 6. Financial resources for organizers 7. Make outcomes matter
29
It recognises that some people, some groups and some communities are excluded and oppressed by the way society and structures are organised
Community Development
30
Causes of Conflict Conflict often arises when team members focus on personal (emotional) issues rather than work (substantive) issues.
Personal (emotional) issues
31
Causes of Conflict cause conflict—and misunderstandings are exacerbated in virtual teams and teams with cross-cultural members
Communication Breakdowns
32
Causes of Conflict such as information, money, supplies or access to technology, can also cause conflict
Competition over resources
33
Causes of Conflict Team morale can be low because of external work conditions such as rumors of downsizing or fears that the competition is beating them to market.
External Work Conditions
34
Requirements for Collaboration
Trust Empathy Effective listening skills Synergy
35
The process of norming is designed to provide a means for groups to create processes for resolving issues, increasing production and setting up policy and procedures for interaction (Tuckman, 1965)
Stage of Cohesiveness
36
The team members start to make significant progress on the project as they begin working together more effectively
Stage of Cohesiveness
37
Check problem solving and decision making processes to ensure effectiveness
Stage of Cohesiveness
38
There is an increase of morale and mutual trust as members feel group belongingness Members master the abilities to solve conflict.
Stage of Cohesiveness
39
The shared vision of the team. It is now independent and does not need interference or participation from the leader
Work Group Stage
40
The team can work towards achieving the goal and to attend to relationship, style and process issues along the way
Work Group Stage
41
Think about how to transfer knowledge created by the group
Work Group Stage
42
Group cohesion, collaboration and solidarity are evident They give feedbacks and evaluations about each other’s opinions
Work Group Stage
43
Where the group is terminated and the group members are separated from each other
Termination Stage
44
It views the group from a perspective beyond the purpose of the first four stages
Termination Stage
45
Teams complete their project and debrief on what went well and what could be improved for future projects
Termination Stage
46
leverage the strengths of each partner and apply it strategically to the issue at hand.
Effective Partnership
47
Partnership vs. Partnership with Collaborative Decision-making process short term, Informal to formal relationships defined by different partnership arrangements
Partnership
48
Partnership vs. Partnership using Collaborative Decision-Making Process Commitment to an individual mission but understand their partner's mission Individuals retain their authority
Partnership
49
Partnership vs. Partnership using Collaborative Decision-Making Process Participants may represent a single constituency; Choice of decision-making tools
Partnership
50
Partnership vs. Partnership using Collaborative Decision-Making Process Enhances own and each other's capacity
Partnership
51
Partnership vs. Partnership using Collaborative Decision-Making Process Long term, formal relationships defined by different partnership arrangements
Partnership using a Collaborative Decision-Making Process
52
Partnership vs. Partnership using Collaborative Decision-Making Process Commitment to a common vision Individuals retain their autonomy
Partnership using a Collaborative Decision-Making Process
53
Partnership vs. Partnership using Collaborative Decision-Making Process Participants represents a broad range of community interests Decision-making tool, often consensus or modified consensus
Partnership using a Collaborative Decision-Making Process
54
Partnership vs. Partnership using Collaborative Decision-Making Process Enhances own and each other's capacity
Partnership using a Collaborative Decision-Making Process

NCM 113 Lecture (Finals) (1 decks)

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