True/False(1 3 5 6 7 9 11 12)
T
The 4Rs Method helps group members analyze the conflict before selecting a method for resolving the conflict.
t
Whereas an example refers to a specific case or instance, illustrations are longer, extended examples.
F
Whereas managers focus on effectiveness, leaders are concerned with efficiency.
T
Cultures that place a great deal of value on "saving face" discourage personal attacks and outcomes in which one person "loses."
F
Group maintenance roles affect a group's ability to achieve its common goal by focusing on behaviors that help get the job done.
T
Group members who look for meaning in the people using words rather than in the words themselves are less likely to bypass or be bypassed.
T
Group members who speak more are often better liked than those who speak infrequently and are more likely to become a group's leader.
F
In a group symposium, group members interact with one another on a common topic for the benefit of an audience.
T
In a panel discussion, several group members interact with one another on a common topic for the benefit of an audience.
T
In connotative language, a word always has only one meaning.
f
In effective arguments, group members should use logical reasoning rather than engaging emotional intelligence to make effective decisions.
T
In general, the optimal meeting length is one hour.urns.
t
In general, women tend to search out more different perspectives in argument than do men
T
In groups that engage in constructive conflict, disagreement is not punished and low-status members are free to challenge higher-status group members.
T
In groups with more than 15 members, coordination and control become difficult.
T
In his book, Good to Great, Jim Collins claims that effective leaders act modestly, do not boast, and shun public glorification.
F
In his book, Good to Great, Jim Collins claims that effective leaders do what needs to be done to achieve the group's goal inorder to win public fame and fortune.
F
In individualistic cultures, members believe that displaying conflict publically threatens everyone's "face."
T
In intercultural terms, "face" is the positive image a group member wishes to create or preserve.
T
In mature and highly productive groups, a laissez-faire leader may be a good match for the group.
T
In order to achieve an optimal group experience, groups must negotiate several dialectic tensions such as engaged ↔ disengaged and task dimensions ↔ social dimensions.
F
In order to avoid groupthink, you should discourage individual group members from working on the group's problem individually.
F
In order to motivate members of virtual groups, insist that all members stay online throughout the meeting regardless of the issues being discussed.
T
In order to motivate the members of virtual groups, provide a detailed agenda well in advance of a scheduled meeting, along with any resources and online documents needed for the meeting.
T
In the 5M Model of Leadership Effectiveness, leaders Manage group process by organizing and fully preparing for group meetings and work sessions.
f
In the Toulmin Model of Argument, backing refers to exceptions to an argument that may invalidate the claim.
t
In the Toulmin Model of Argument, the qualifier states the degree to which the claim appears to be true.
T
In the best of groups, individual goals support the group's common goal.
F
Informational feedback tells people what to do whereas controlling feedback tells people how they are doing.
F
Negotiation and mediation are 2 terms for the same process.
F
Negotiation requires third-party intervention in which an outsider who has conflict resolution skills can help the group analyze and resolve a conflict.
T
On college campuses, intramural athletic teams as well as sororities and fraternities are examples of social groups.
F
Once a group member apologizes for a hurtful comment or a harmful action, that member should demand forgiveness from other group members.
F
Once the chairperson has prepared an agenda, group members should not request modifications or additions before or during the meeting
T
One group member can function effectively in several different roles at the same time.
t
One of the most significant cultural differences in argumentation is the way people use evidence to support a claim.
T
One study concluded that "there is a direct correlation between time spent each week in meetings and an employee's desire to find another job. "
T
One study examining employee turnover found that the chief reason people give for leaving a job is the lack of intrinsic rewards.
T
Sociologist Jack Gibb describes a defensive climate as one in which members devote attention to protecting themselves and defeating their perceived opponents.
T
Robert's Rules of Order is considered the "parliamentary bible" by many organizations.
F
The 5 traditional conflict styles reflect a dialectic tension of leadership ↔ followership as well as engaged ↔ disengaged.
t
"A claim of value evaluates whether something is good or bad, right or wrong, worthwhile or worthless" is an example of a definition
F
"Ad hoc" committees remain active in order toaccomplish ongoing tasks on behalf of a larger group.
T
"Hey Fred, try to find out whether Bob will be able to hang out with us after the meeting is over" is an example of the social equality dimension of team talk
t
"In one study, workers rate 69% of the meetings they attended as ineffective" is an example of statistics used as evidence.
f
"Leadership is the ability to make strategic decisions and use communication effectively to mobilize group members toward achieving a common goal" is an example of an opinion.
t
"Robert's Rules of Order is used by the majority of groups that follow the rules of parliamentary procedure" is an example of a fact.
T
"She acted that way because she doesn't like me and doesn't want our group to succeed" could be a conclusion explained by the principles in Attribution Theory.
T
Group member effectiveness increases as youmove from passivity to assertiveness and then decreases as you move beyond assertiveness into aggressiveness.
f
Arguing in groups is always disruptive and should be avoided.
f
"The Volvo is the best family vehicle in the market" is a claim of fact.
F
"Those who know do not speak. Those who speak do not know" is a Chinese proverb that recognizes the power of speech.
F
"Two's company; three's a crowd" and "Music makes the world go 'round" are examples of dialectic tensions.
F
"Wouldn't it be great if you submitted a plan based on total group consensus?" is an example of the minimal power differentiation dimensions of team talk.
t
"You should floss your teach every morning and every night before you go to sleep" is a claim of policy.
t
Argumentation can improve decision making.
T
Group members from low-context cultures often complain that they never receive praise or rewards when, in fact, they are highly respected and valued by others.
T
According to a study commissioned by the Association of American Colleges and Universities, "teamwork skills and the ability to collaborate with others in diverse group settings" was ranked first as an essential learning outcome in 2 of 4 major categories.
T
According to researchers, reward, legitimate, and coercive power are less effective than referent and expert power.
T
According to the 5M Model of Leadership Effectiveness, effective leaders explain the rationale or reasons for the decisions they make.
F
According to the Center for Business Ethics, an ethical leader would by pass a competent person in order to promote a less competent relative or close friend.
T
A Microsoft study found that nonproductivemeetings can waste 2 of every 5 workdays.
T
A business agenda should include several items including a call to order, approval of the agenda, reports, unfinished business, and new business."
F
A chairperson's job is complete when a meeting adjourns.
T
A coincidental gathering of group members does not constitute a meeting.
T
A consistent finding across several studies is that speakers of Standard American English are judged as more intelligent, ambitious, and successful.
T
A designated leader is selected by group members or by an outside authority.
F
A dialect is the sound of one language imposed on another.
T
A group member engaging in Gibb's supportive behavior labeled empathy might say, "I can't believe he said that to you. No wonder you're upset."
F
A group member showing nonverbal immediacy would lean back, sit farther away from members, and rarely make eye contact.
T
A group of 5 members has the potential for 90 different types of interaction.
T
A leader who prefers a democratic approach to decision making may frustrate members who come from high power distance cultures.
T
A mediator does not take sides in a dispute.
T
A meeting's official chairperson is responsible for reviewing the minutes, distributing the minutes of the meeting, and sending any reports that were prepared.
T
A member who seeks attention or tries to impress other members may have a strong inclusion need.
F
A number of studies have demonstrated that group members prefer face-to-face seating for cooperative activities.
T
A soft speaking voice can create noise in a communication transaction.
F
According to your textbook, leadership is the single factor that separates successful groups from unsuccessful groups.
T
Abstract words refer to ideas or concepts you cannot see or touch, such as dignity, hope, and faith.
T
According to Belvin, a successful coordinator/chair role is filled by a person who is calm, trusting, mature, confident, and decisive.
T
According to Benne and Sheats, the gatekeeper of a group encourages quiet members to speak and talkative members to stop speaking.
F
According to Fiedler's Contingency Model of Leadership Effectiveness, relationship-motivated leaders perform best in extremes—such as when the situation is highly controlled or when it is almost out of control.
T
According to Fiedler's Contingency Model of Leadership Effectiveness, task-motivated leaders gain satisfaction from completing a task even if the cost is bad feelings between the leader and group members.
F
According to Hersey and Blanchard's Situational Leadership Model, a leader should tell a group what to do and closely supervise its work when members are able but not unwilling or insecure.
T
According to Hersey and Blanchard, "member readiness" refers to the extent to which members are willing and able to work together.
F
According to Jack Gibb's characteristics of supportive and defensive communication climates, control is the opposite of spontaneity.
T
According to Schutz's FIRO Theory, if you know that some group members have an unmet inclusion need, you can motivate them by asking them to participate more actively and telling them how valuable they are to the group.
F
According to Styles Leadership Theory, the democratic leadership style is always best.
T
African American and Latino members may be more sensitive to the nonverbal components of messages, whereas European Americans may rely on and trust a member's words to convey meaning.
F
After group members approve a business meeting's agenda and minutes, the next step is to take up new business.
F
Aggressive communicators ask and answer questions without fear or hostility and stand up for their beliefs even when others disagree.
T
All 5 of the traditional conflict styles reflect 2 factors: concern for individual goals and concern for group goals.
T
All groups need leadership.
F
All meetings follow the traditional sequence of business agenda items.g.
T
An abdicrat is a group member whose control needs are met, who has no problem with power, and who is comfortable giving and taking orders.
f
An appeal to tradition is a fallacy that justifies an action because many others do the same thing or share the same opinion.
f
An argument and an opinion are essentially the same concept.
t
An argument is an idea or opinion supported by evidence and reasoning
F
An opinion seeker is fulfilling group maintenance roles.
T
Arbitration involves a third party who, after considering all sides in a dispute, decides the conflict will be resolved.
T
Group members from uncertainty avoidance cultures want more structure and instruction from a leader.
f
As a form of evidence, a fact is a statement that evaluates an event, idea, person, or object.
T
As a result of talking less, apprehensive participants are often viewed as less confident, less assertive, and less responsible.
F
As groups grow larger, member satisfaction increases.
T
Assertiveness can help raise a group member's level of confidence and reduce communication apprehension.
F
Asynchronous group communication occurs simultaneously and in real time.
T
Autocratic leaders may be effective during a serious crisis when there's not enough time to hold a group discussion.
F
Avoidance is the most useful and safest conflict style.
F
Belvin's team roles include information seeker, energizer, harmonizer, compromiser, aggressor, and clown.
T
Benne and Sheats's roles include information seeker, energizer, harmonizer, compromiser, aggressor, and clown.
T
Bennis and Nanus claim that power is the quality without which leaders cannot lead.
T
Brainstorming often works best in a high-inclusion, low-control atmosphere.
T
By looking through a group's minutes over a period of time, you can learn about the group's activities and measure how productive the group has been.
F
Bypassing is the means we use to achieve group goals, the stimulus we use to build group relationships, and the evidence we use to assess group work.
F
Charismatic leaders rely on reward, coercive, and legitimate power.
T
Coercive power can be effective when group members are aware of the leader's expectations and are warned in advance about the penalties for failing to comply.
T
Communication apprehension has significant effects on the amount of talk, the content of communication, and the resulting perceptions of other group members.
F
Communication apprehension occurs only in a public speaking situation.
T
Completing a challenging group project can provide intrinsic rewards.
T
Compulsive talkers try or tend to direct the course of a group's discussion and take charge of the group.
T
Concrete words refer to specific things you perceive with your senses—things you can see, hear, touch, smell, or taste.
F
Conflict in groups is destructive and should be avoided if at all possible.
T
Conflict in groups occurs when members disagree about issues, ideas, decisions, actions, or goals.
F
Constructive conflict is characterized by competition and conflict avoidance.
t
Critical thinking is a process that always results in an outcome.
F
Denotation, rather than connotation, is more likely to influence how we respond to words
T
Dialects are distinct from the commonly accepted form of a particular language.
F
Direct and consistent eye contact is insulting to many North Americans.
f
During the course of an argument, men are much more likely to search out many different perspectives on a subject as well as ask questions.
T
Effective group members in positions of power engage in team talk by refraining from talking and interrupting more than others do.
F
Effective group members who understand the importance of team talk use "I" language more than they use "you" and "we" language.
T
Effective groups learn how to adapt to member misbehaviors.
F
Email messages are the best way to resolve conflict in virtual groups.
F
Emoticons such as J or :-( are very effective substitutes for communicating feelings and emotions in virtual groups.
F
Employers view proficiency in a field of study as more important than group communication skills.
F
Empowered groups feel free to exert control over other groups in order to achieve their personal goals.
F
Feedback is always verbal rather than nonverbal
F
Fiedler's Contingency Model of Leadership Effectiveness claims that there are 2 important dimensions to every leadership situation: the level of leader charisma and the level of leader power.
T
For the most part, extrinsic rewards do not motivate groups to work together in pursuit of a shared goal.
T
Group members who experience communication apprehension tend to speak less, agree with others rather than voice disagreement, and use more filler phrases such as "well," "you know," and "uh."
T
Functional Leadership Theory claims that an effective group can have more than one member serving in a leadership role.
F
Generally, a smart person can generatemore innovative ideas and creative solutions than a group can.
T
Generally, there are 2 sources of noise: external and internal.
T
Good-looking people tend to make more money and get promoted more often than those with average looks.
T
Group cohesiveness is characterized by high levels of interaction and a friendly and supportive communication climate.
T
Group members' tone of voice, eye contact,and physical proximity can tell you as much or more about their thoughts and feelings than the words they speak.
T
Groups in supportive climates show evidence of nonverbal immediacy.
T
Groups or leaders with the power to reward members should make sure the rewards are fair, equitable, competitive, and appropriate.
T
Groups without constructive conflict have difficulty analyzing the wisdom of their decisions.
T
Hersey and Blanchard's selling stage ofleadership is similar to Tuckman's storming stage of group development.
T
Heterogeneous groups include members who are different from one another.
t
Highly argumentative group members enjoy the challenge of a good argument and are eager to defend their points of view with confidence.
t
Highly argumentative members create more arguments on both sides of a position, which helps a group avoid groupthink.
f
Highly argumentative members dislike having their positions challenged
T
Highly cohesive groups are at greater risk of succumbing to groupthink.
F
If Gabe tries to impress others with what and whom he knows and frequently attracts attention to compensate for feelings of inadequacy, he may be exhibiting behavior characteristic of an overpersonal member.
T
If Julie confides in and tries to become very close with every group member, she may be exhibiting behavior characteristic of an overpersonal member.
T
If each group member does not have an equal opportunity to earn rewards, the group may become less productive.
T
If members come late to a scheduled meeting, they should sit without participating until they have observed enough of the meeting's discussion to contribute responsibly.
T
If there is nothing important to talk about, a meeting can do more harm than good
F
If you and your group decide that someone deserves to be punished, the punishment should be unpredictable, gradual, and personal.
T
If you slouch in your chair, other group members may interpret your posture as lack of interest or dislike for the group.
T
If you want to emerge as the leader of a group, you should talk first and more often than other members.
T
In Donnellon's recommendations for effective team talk, you would use the negotiation strategy to ask "what if" questions, propose solution criteria, and summarize areas of agreement.
T
In Myers-Briggs terms, thinkers should be thanked for their analysis but also reminded that logical decisions impact real people.
F
In Myers-Briggs terms, you can motivate intuitives by providing a detailed agenda, firm deadlines, and clear standards and expectations for success.
T
In Wisinski's A-E-I-O-U Model of conflict resolution, the first step involves believing that other group members want to resolve the conflict.
T
Laissez-faire leaders may have power, but they hesitate to exert their influence on group members and group work.
F
Latino, Arab, and Greek group members are usually comfortable with more personal space than a North American.
F
Leaders can motivate members from collectivist cultures by helping members achieve personal goals and high status positions.
F
Leaders with referent and informational power are least likely to motivate their group members.
F
Legitimate power is role model power—the ability to influence that arises when one person admires another.
T
Male speech is generally characterized asmore direct and forceful than female speech.
T
Many middle-class African Americans engage in codeswitching as they speak both Black English and Standard American English.
F
Maslow's Hierarchy of Needs includes control, inclusion, and affection needs.
T
Maslow's Hierarchy of Needs ranks critical needs in the following order: physiological, safety, belongingness,esteem, and self-actualization.
T
Maslow's belongingness, esteem, and self-actualization needs are classified as motivators rather than satisfiers.
T
Maslow's most basic needs are physiological and safety needs.
F
Meeting Maslow's self-actualization needs can motivate group members when they provide prestige, status, and a sense of achievement.
F
Members from polychronic time cultures are motivated in groups that concentrate on a specific task or goal and that meet their deadlines.
F
Members of well-established groups who use Hall's personal zone to communicate with one another will find it difficult to maintain comfortable interaction.
f
Men are more likely than women to use evidence in arguments.
F
Men tend to language that includes tag questions such as "Let's move on to the next item on the agenda. Okay?"
T
Money can satisfy deficiency needs, but it will not necessarily motivate a group or its members to work harder or better.
F
Motivation recognizes and financially compensates group members for work well done.
F
Multiple leaders are the exception rather than the rule in virtual groups.
F
PTAs, labor unions, veterans' groups, fire and police auxiliary groups, and neighborhood and community associationsare examples of self-help groups.
T
Passive group members are rarely satisfied with their group experiences.
T
Passive-aggressive group members often get their way by working against or undermining other members behind their backs and by appearing to agree while privately planning an opposite action.
F
Position power includes reward and coercive power whereas personal leadership power includes legitimate and informational power.
T
Punishment—subjecting members to a penalty or negative consequence—does not motivate.
t
Questions such as "Are the author's identify and qualifications evident?" and "Does the site account for opposing points of view?" can help you determine the validity of internet research.
T
Questions such as "Is an immediate decision needed?" and "Are members prepared to discuss the topic?" should be asked when determining the Meeting Planning Question "Why are we meeting?"�M�`
f
Rather than asking "How did you get there?" a warrant asks "What have you got to go on?"
f
Refutation is the process of presenting an argument's claim, evidence, and warrant.
T
Regardless of the complexity or importance of an issue, parliamentary rules state that a group must accepts the will of the majority even if the majority wins by only 1 vote.
T
Relational Dialectics Theory claims that relationships are characterized by ongoing tensions between the contradictory and complex elements of human experiences.
F
Reprimands motivate because they threaten to withhold valued extrinsic rewards.
T
Research has found that some people are more confident when communicating online and in computer-mediated discussions than they are communicating face-to-face with group members.
T
Research indicates that there are only slight differences in the behavior and style of male and female leaders.
T
Researchers have found that high-performing groups participate in a wide variety and frequency of celebrations where recognition and appreciation is expressed.
t
Researchers such as Daniel Goleman and Antonio Damasio claim that feelings and emotions are indispensable for rational decision making.
F
Researchers suggest that more than 90% of the meaning generated when interacting with others is conveyed through nonverbal behavior.
F
Resolving group dialects requires an either/orapproach rather than a both/and approach.
F
Richmond and McCroskey report that "almost 50% of the population reports being scared about communicating with a person or group at some point in their lives."
f
Rybacki and Rybacki's 4 ethical responsibilities in argumentation focus on claims of fact, conjecture, value, and policy.
t
Self-awareness, self-regulation, self-confidence, and self-control characterize emotional intelligence.
f
Self-concept, self-disclosure, self-assertion, and selflessness characterize emotional intelligence
F
Semanticist S. I. Hayakawa refers to "denotation" as "the aura of feelings, pleasant or unpleasant, that surround practically all words."
T
Speaking in an active voice ("Our group has completed the report due next week") rather than a passive voice ("The report due next week has been completed by our group") follows a team talk recommendation.
T
Studies show that men and women from similar cultures do not differ significantly in terms of the conflict strategies and styles they use.
T
Substantive conflict in groups can improve group problem solving, promote cohesiveness, increase group knowledge, enhance creativity, and help members achieve the group's common goal.
T
Synergy refers to a situation in which "the whole is greater than the sum of its individual parts."
T
Systems theory assumes that groups and their members are unpredictable.
t
The 3 essential components in the Toulmin Model of Argument are the claim, evidence, and warrant.
T
The 5M Model of Leadership Effectiveness divides leadership tasks into 5 interdependent leadership functions: (1) Model leadership behavior; (2) Motivate members; (3) Manage the group process; (4) Make decisions; and (5) Mentor members.
T
The 6 dimensions in Donnellon's team talk include conflict management, negotiation, and identification.
T
The National Communication Association's Credo for Ethical Communication contends that group members should accept the consequences of their communication and expect the same of others.
T
The National Communication Association's Credo for Ethical Communication states that every group member should condemn communication that degrades individuals and that expresses intolerance or hatred.
T
The Personal Report of Communication Apprehension (PRCA) measures a relatively permanent personality type that is unlikely to change significantly unless there is some type of effective intervention or training.
t
The ad hominem fallacy involves attacking a person rather than the substance of that person's argument.
T
The basic components of group communication are members, interaction, independence, goals, and working.
F
The chairperson of a meeting is always the group's leader.
F
The collaborative approach to conflict works best in all situations.
T
The collaborative conflict style searches for new solutions that achieve boththe goals of individual members and the goals of the group.
T
The competitive conflict style reflects a high concern for self and a low concern for the group.
T
The dialectic opposite of the defensive behavior Gibb labels as evaluation is a supportive behavior Gibb labels as description.
t
The faulty cause fallacy is the basis for many superstitions
T
The first step in the 4Rs Method of examining group conflict is to ask "What are the Reasons why we are having this conflict?"
F
The first step in the 4Rs Method of examining group conflict is to ask "What are the Results of the conflict if the group fails to act?"
t
The following fallacy is an example of a faulty analogy: "Last semester I had an excellent student whose last name was Whipple. This semester I have another student by that name, and I'm expecting good work from her."
f
The following fallacy is an example of appeal to tradition: "Who are you to support our troops? As I recall, you were arrested at an anti-war demonstration in the early 1970s.
F
The groupthink symptom of mindguarding is illustrated in the following comment by a group member: "Let's not worry about the subcommittee report—they can't even correctly spell the name of the woman who did the research."
T
The groupthink symptom of rationalization is illustrated in the following comment by a group member: "What do they expect—miracles? We didn't have enough time, members, or resources to solve this problem."
T
The groupthink symptom of self-censorship is illustrated in the following comment by a group member: "I'm not crazy about this idea, but everyone else seems to think it's terrific. I guess I'll go along with the group and vote 'yes' when it's time to approve or disapprove the proposal."
T
The highest-performing managers show more warmth, fondness, and affection towards others than do the bottom 25% of managers.
T
The key to balancing both the complex and competing elements in a group is a commitment to working toward the group's goal.
T
The person assigned as a meeting recorder can leave some members' comments "off the record" if the group decides that the comments are irrelevant or inappropriate.
F
The person assigned as a meeting recorder is responsible for reviewing the minutes, distributing the minutes of the meeting, and sending any reports that were prepared
T
The person assigned as a meeting recorder should make sure to word decisions, motions, action items, and deadlines exactly as the group makes them.n.
f
The question "Is the information recent?" is the test for explaining why The New York Times is a more valid source than the National Enquirer.
F
The strategies of cognitive restructuring help highly apprehensive group members communicate more confidently because they teach them important skills for participating in a discussion.
T
The structure ↔ spontaneity dialectic relies on both tested procedures to help a group achieve its goal as well as creative thinking.
F
The term synergy comes from the Greek word synonymwhich means "similar meaning."
F
The use of jargon is always counterproductive in communication.
F
There is nothing a group can do to help members who suffer from high levels of communication apprehension.
T
There may be times when a group member may need to behave in a way that creates a defensive climate in order to help a group achieve its goal.
T
Touch in groups can result in greater teamwork, solidarity, and sharing among members.
F
Traits Leadership Theory assumes that leaders are made, not born.
T
Transformational leaders help members understand the need for change, both emotionally and intellectually.
F
Unlike the digestive system, a computer system, or even the solar system, groups do not function as a system because they involve interdependent members interacting with one another.
T
We usually use Hall's social distance (4 to 8 feet apart) with new acquaintances and strangers.
T
When a group cannot negotiate a both/and approach to the individual goal ↔ group goal dialectic, hidden agendas are likely to result.
F
When a group functions as an open system, it guards its boundaries and discourages input from or interaction with the outside.
T
When a task is complex and the answers are unclear, an effective group will perform better than individuals working alone.
T
When an issue is not very important to you but very important to other group members, an accommodation conflict style may be appropriate.
F
When dealing with a group member who uses abusive language to attack or intimidate others, your textbook recommends using controlling behaviors such as raising your own voice, swearing, or using sarcasm.
T
When dealing with a group member who uses abusive language to attack or intimidate others, your textbook suggests asking the person to repeat what he or she has said.
T
When deciding how to say "No" to someone, make sure your statement is clear, as in "No, I'm not willing to take notes again."
t
When ethical arguers look beyond their own needs and consider the circumstances of others, they are demonstrating the common good responsibility for ethical argumentation.
T
When group members work together to achieve a common goal, the size of the group, the physical setting, and the group's role and status in an organization are components of the communication context.
T
When groups experience apathy, intrinsic motivators—such as a sense of meaningfulness and progress—are minimal or missing.
F
When members disagree about issues, ideas, decisions, actions, or goals, substantive, affective, and procedural conflicts are likely to arise.
F
When people join groups for the personal reward that comes with helping others, they are satisfying Maslow's belongingness need.
t
When presenting an argument, you should state your claim, support your claim with evidence, and provide reasons why your evidence supports your claim.
T
When providing informational feedback to group members, "it" statements avoid using the word "you" when describing individual or group behavior.
F
When providing informational feedback to group members, "it" statements focus more on personal traits of individual group members than on the task.
t
When refuting an argument, make sure you have assessed whether the argument's evidence supports the claim or is faulty.
T
When someone from within a group is appointed as its leader, the new leader should openly discuss leadership and seek members' help in resolving potential problems.
F
When you have strong beliefs about an issue and believe that the group may be acting unethically or illegally, a compromise conflict style may be the most appropriate.
t
When you provide reasons why your evidence supports your claim in an argument, you are explaining the argument's warrant.
T
Will Schutz's FIRO theory examines the impact of 3 interpersonal needs: the need for inclusion, control, and affection.
T
Without understanding group communication theories, you will have difficulty understanding why a particular method works in one situation and fails in another.
T
Women are less likely than men to be preselected as leaders.
T
Work groups collaborate to achieve specific goals on behalf of a business or organization.
F
You can enhance group cohesiveness by using terms such as "I" and "my" instead of "we" and "our."
T
You can help satisfy a member's control need by giving that person responsibility for and leadership of a special project or a highly visible and important subcommittee.
F
You can motivate judgers by assuring them that they will be given opportunities to reconsider all decisions and make midcourse adjustments whenever needed.
T
You can reduce the chances of groupthink by following a formal decision-making procedure that encourages members to disagree and evaluate one another's ideas.
F
You should balance the sequence of discussion topics in an agenda by putting important and difficult items at the very beginning of the meeting.
T
Your biases, distracting thoughts about other activities, fatigue, and hunger can cause noise in a communication transaction.
F
Your textbook defines group communication as the interaction of 5 to 7 people working to make a good decision.
f
he following fallacy is an example of an appeal to popularity: "Everybody I've talked to on my street intends to vote for Ms. Kullen. I'm sure she'll win."
