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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
Q

A collaborative relationship between willing entities formed to address shared objectives

A

Community Partnership (Collaboration and Partnership)

26
Q

3 Categories of Community Change

A
  1. Programs
  2. Policies
  3. Practices
27
Q

Characteristics of Effective Community Partnerships

A
  1. Leadership
  2. Aligned vision
  3. Roles, Responsibilities, and Accountabilities
  4. Framework for Culture and Values
  5. Communication
28
Q

Steps in Collaboration

A
  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
Q

It recognises that some people, some
groups and some communities are
excluded and oppressed by the way
society and structures are organised

A

Community Development

30
Q

Causes of Conflict

Conflict often arises when team
members focus on personal
(emotional) issues rather than work
(substantive) issues.

A

Personal (emotional) issues

31
Q

Causes of Conflict
cause
conflict—and misunderstandings are
exacerbated in virtual teams and teams
with cross-cultural members

A

Communication Breakdowns

32
Q

Causes of Conflict

such as
information, money, supplies or access
to technology, can also cause conflict

A

Competition over resources

33
Q

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.

A

External Work Conditions

34
Q

Requirements for Collaboration

A

Trust
Empathy
Effective listening skills
Synergy

35
Q

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)

A

Stage of Cohesiveness

36
Q

The team members start to make
significant progress on the project as
they begin working together more
effectively

A

Stage of Cohesiveness

37
Q

Check problem solving and decision
making processes to ensure
effectiveness

A

Stage of Cohesiveness

38
Q

There is an increase of morale and
mutual trust as members feel group
belongingness

Members master the abilities to solve
conflict.

A

Stage of Cohesiveness

39
Q

The shared vision of the team. It is now
independent and does not need
interference or participation from the
leader

A

Work Group Stage

40
Q

The team can work towards achieving
the goal and to attend to relationship,
style and process issues along the way

A

Work Group Stage

41
Q

Think about how to transfer knowledge
created by the group

A

Work Group Stage

42
Q

Group cohesion, collaboration and
solidarity are evident

They give feedbacks and evaluations
about each other’s opinions

A

Work Group Stage

43
Q

Where the group is terminated and the
group members are separated from
each other

A

Termination Stage

44
Q

It views the group from a perspective
beyond the purpose of the first four
stages

A

Termination Stage

45
Q

Teams complete their project and
debrief on what went well and what
could be improved for future projects

A

Termination Stage

46
Q

leverage the strengths of each partner
and apply it strategically to the issue at
hand.

A

Effective Partnership

47
Q

Partnership vs. Partnership with Collaborative Decision-making process

short term, Informal to formal
relationships defined
by different partnership arrangements

A

Partnership

48
Q

Partnership vs. Partnership using Collaborative Decision-Making Process

Commitment to an individual mission but understand their partner’s mission

Individuals retain their authority

A

Partnership

49
Q

Partnership vs. Partnership using Collaborative Decision-Making Process

Participants may represent a single constituency; Choice of decision-making tools

A

Partnership

50
Q

Partnership vs. Partnership using Collaborative Decision-Making Process

Enhances own and each other’s capacity

A

Partnership

51
Q

Partnership vs. Partnership using Collaborative Decision-Making Process

Long term, formal relationships defined by different partnership arrangements

A

Partnership using a Collaborative Decision-Making Process

52
Q

Partnership vs. Partnership using Collaborative Decision-Making Process

Commitment to a common vision

Individuals retain their autonomy

A

Partnership using a Collaborative Decision-Making Process

53
Q

Partnership vs. Partnership using Collaborative Decision-Making Process

Participants represents a broad range of community interests

Decision-making tool, often consensus or modified consensus

A

Partnership using a Collaborative Decision-Making Process

54
Q

Partnership vs. Partnership using Collaborative Decision-Making Process

Enhances own and each other’s capacity

A

Partnership using a Collaborative Decision-Making Process

NCM 113 Lecture (Finals) (1 decks)

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