Human Communication final exam Chap. 7,8,10,11

voting works best when

-a group is pressed for time -the issue is not highly controversial -a group is too large to use any other decision-making method -there is no other way to break a deadlock -a group's constitution or rules require voting to make decisions

group research strategies

-assess the group's current knowledge -identify areas needing research -assign research responsibilities -set research deadlines -determine how to share and analyze information effectively

four general strategies for group cohesion

-establish group identity and traditions -emphasize teamwork -recognize and reward contributions -respect group members

Expressing anger

-state that you are angry -do not vent or suppress it -avoid expressing your anger in personal attacks -identify the source of your anger

3 anger misconceptions

1. anger and aggression are human instincts 2. anger is always helpful 3. anger is caused by others

ethical group decision making

1. research 2. common good 3. reasoning 4. the social code

Nominal Group Technique

A technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization. a procedure in which group members generate ideas individually, share these ideas with the group, and then evaluate them as a group

self-disclosure

An aspect of interpersonal attraction or impression management in which one shares his or her fears, thoughts, and goals with another person in the hopes of being met with empathy and non-judgment

personal relationships

Based on emotional connections with friends, romantic partners, and family members

achieving group consensus

Do this: -listen carefully to and respect others -try to be logical rather than emotional -if there is a deadlock, work to find the next best alternative that is acceptable to all -make sure that members not only agree but also will be committed to the final decision -get everyone involved in the discussion -welcome differences of opinion Don't do this: -don't be stubborn and argue only for your own position -don't change your mind to avoid conflict or reach a quick decision -don't give in, especially if you have a crucial piece of information or insight to share -don't agree to a decision or solution you can't possibly support -don't use "easy" or arbitrary ways to reach a solution such as flipping a coin, letting the majority rule, or trading one decision for another

The golden rule

Do unto others as you would have them do unto you

the platinum rule

Do unto others at the would have you do unto them, meaning slow down, listen, pay attention and learn to what customers want/need.

unknown area

Information neither you nor anyone else knows about you, for example, suppose you have always avoided doing any writing at work because you don't think you're a good writer

suspicious jealousy

Jealousy that occurs when there is either no reason for suspicion or only ambiguous evidence that a partner is involved with another

5-M model of leadership effectiveness

Model leadership behavior, motivate members, manage group process, make decisions, mentor members.

compromising conflict style

a "middle-ground" approach that involves conceding some goals to achieve others, many people believe that compromise is an effective and fair method of resolving problems because, in theory, everyone loses and wins equally, the compromise approach should be used when you are unable to reach a unanimous decision or resolve a problem

deliberation

a collective, critical thinking process that enlists the values of democracy and puts them in a communication context

problem-solving

a complex process in which groups make multiple decisions as they analyze a problem and develop a plan for solving the problem or reducing its harmful effects

relationship

a continuing and meaningful attachment or connection to another person

brainstorming

a fairly simple and popular method, is used for generating as many ideas as possible in a short period of time, it assumes that postponing the evaluation of ideas increases the quantity of participants' input

DESC script

a four step process that relies on communication skills for becoming more assertive DESC is an acronym for Describe, Express, Specify, and Consequences

group role

a pattern of behaviors associated with an expected function within a particular group context

myers-briggs type indicator

a personality type assessment that examines the ways in which we perceive the world around us as well as how we reach conclusions and make decisions Thousands of corporations, including most Fortune 100 companies use the myers-briggs type indicator "to identify potential job applicants whose skills match those of their top performers," while others use it "to develop communication skills and promote teamwork among current employees"

affection need

a persons desire to feel liked by others when your affection needs are met, you easily develop close friendships and intimate relationships, but are also secure enough to function in situations where affection is not forthcoming when affection needs are not met, people believe they are not liked and establish only superficial relationships with others or they try to get close to everyone by seeking intimate relationships despite the disinterest of others

family

a self-defined group of intimates who create and maintain themselves through their own interactions and their interactions with others

social penetration theory

a theory that describes the development of close relationships in terms of increasing self-disclosure describes the process of relationship bonding in which individuals move from superficial communication to deeper, more intimate communication

collaborative conflict style

a win-win approach that searches for new solutions that will achieve both your goals and the goals of others, instead of arguing about whose ideas are superior, the parties collaborate and look for creative solutions that satisfy everyone

leadership

ability to make strategic decisions and use communication to mobilize group members toward achieving a common goal

assertiveness

ability to stand up for your own needs and rights while also respecting the needs and rights of others, when you are assertive, you are equally concerned about your own needs as well as those of others, you can express and communicate your feelings accurately, appropriately, and respectfully, you can also ask for help

empathy

accepts and understands another person's feelings

anger

an emotional response to unmet expectations that ranges from minor irritation to intense rage--is a natural response, effective anger management requires that you know how to communicate your angry feelings appropriately while treating others with respect

jealousy

an intense feeling caused by a perceived threat to a relationship, comes in two very common forms: reactive jealousy and suspicious jealousy

conversation

an interaction, often informal, in which we exchange speaking and listening roles with another person a human art of great importance produced by all people everywhere

thinkers

analytical and task-oriented people who take pride in their ability to make difficult decisions, they want to get the job done, even at the cost of others' feelings, may appear unemotional and aggressive

neutrality

appears withdrawn, detached, indifferent, won't take sides

styles theory

are democracies always best?

perceivers

are less rigid than judgers, because they like open-endedness, being on time is less important than being flexible and adaptable, perceivers are risk takers who are willing to try new options, they often procrastinate and end up in a frenzy to complete a task on time

two-thirds vote

at least twice as many group members vote for a proposal as against it

certainty

believes that your opinion is the only correct one, refuses to consider the ideas and opinions of others, takes inflexible positions

extended family

biological: family includes other relatives such as grandparents, aunts and uncles, cousins, etc. communal: family includes close friends

task structure

can range from disorganized and chaotic to highly organized and rule driven

the test of publicity

can you convince others that your communicative response is ethical and justified. Which of the following ethical principles asks the question: What would friends or colleagues say if I responded angrily?

rational decision makers

carefully weigh information and options before making a decision, they focus on "creating a sense or order and structure to deal with information" by using logical reasoning to justify their final decisions

passivity

characterized by giving in to others at the expense of your own needs in order to avoid conflict and disagreement

aggression

communicators put their personal needs first while violating someone else's needs and rights, aggressive individuals demand compliance from others, although aggressive behavior can be violent, it is usually displayed in more subtle behavior, such as a raised voice, rolled eyes, or a withering glance, aggressive communicators look out for themselves and only themselves

professional relationships

connections with people you associate and work with to accomplish a goal or perform a task

questions of value

consider the worth or significance of something

blind area

contains information others know about you but that you do not know about yourself because you don't pay attention to or correctly interpret feedback from others

open area

contains information you are willing to share with others as well as information you have learned about yourself by accurately interpreting others' feedback

supportive behaviors

create a climate in which self-disclosure and responsiveness to feedback benefit both parties

committees

created by a larger group or by a person in a position of authority to take on specific tasks

Describe

describe the unwanted situation or offensive behavior as completely and objectively as you can

description

describes another person's behavior, makes understanding statements, uses more I and we language

secondary tension

describes the frustrations and personality conflicts experienced by group members as they compete for social acceptance, status, and achievement, regardless of the causes, a group cannot hope to achieve its goals if secondary tension is not managed effectively

morality

description: group ignores ethical and moral consequences example: "sometimes the end justifies the means. only results count."

invulnerability

description: group is overconfident; willing to take big risks example: "we're right. we've done this before and nothing's gone wrong."

rationalization

description: group makes excuses; discounts warnings example: "what does he know? he's only been here three weeks."

mindguarding

description: group shields members from adverse information or opposition example: "Tamela wanted to come to this meeting, but I told her that it wasn't necessary."

harmonizer

description: helps resolve conflicts; mediates differences; encourages teamwork and group harmony example: "I know we're becoming edgy, but w're almost done. Let's focus on the task, not our frustrations."

pressure on dissent

description: members are pressured to agree example: "why are you holding this up? "you'll ruin the project."

stereotyping outsiders

description: members believe opponents are too weak or unintelligent to make trouble example: "let's not worry about them---they can't get their act together."

self-censorship

description: members doubt their own reservations; are unwilling to disagree example: "I guess it's okay if I'm the only one who disagrees."

observer/interpreter

description: monitors and interprets feelings and nonverbal communication; paraphrases member comments example: "maybe we're not really disagreeing. I think we're in agreement that..."

gatekeeper

description: monitors and regulates the flow of communication; encourages productive participation example: "I think we've heard from everyone except Michelle, who has strong feelings about this issue."

illusion of unanimity

description: most members erroneously believe that everyone agrees example: "hearing no objections, the motion passes."

compromiser

description: offers suggestions that minimize differences; helps the group reach consensus example: "maybe we can improve the old system rather than adopting a brand-new way of doing it."

encourager/supporter

description: praises and encourages group members; listens empathically example: "thanks for taking all that time to find the information we needed."

standard monitor

description: reminds group of norms and rules; tests ideas against group-established standards example: "we all agreed we'd start at 10 a.m. now we sit around waiting for latecomers until 10:30 a.m."

follower

description: supports the group and its members; willingly accepts others' ideas and assignments

tension releaser

description: uses friendly humor to alleviate tensions, tempers, and stress example: can Karen and I arm-wrestle to decide who gets the assignment?"

situational leadership theory

developed from studies of work-management practices and outlines four basic leadership styles based on abilities and motivation of workers. telling, selling, participating, delegating.

public groups

discuss issues in front of or for the benefit of the pulic, their meetings usually occur in unrestricted public settings in front of public audiences

the principle of generalizability

distinguish between what is momentary or limited and what is more enduring or broadly applicable, are you using a different ethical value or principle with this particular person or in this particular situation

questions of conjecture

examine the possibility of something happening in the future using valid facts and expert opinions to reach the most probable conclusion

styles theory of leadership

examines a collection of specific behaviors that constitute three distinct leadership styles: autocratic, democratic, and laissezfaire

Express

express your feelings clearly and calmly, use "I" and not "you" in order to avoid eliciting a defensive reaction

avoidant decision makers

feel uncomfortable making decisions, as a result, they may not think about a problem at all or will make a final decision at the very last minute: "I just can't deal with this right now."

terminating

fifth stage in coming apart psychological and physical barriers are created, each person is more concerned about self "I'm leaving you...and don't bother trying to contact me"

bonding

fifth stage in coming together the couple makes a public commitment to one another, the couple enjoys a stable relationship "I want to be with you always"

resolution

fifth step of conflict resolution model come to a mutual understanding and reach an agreement specify the outcome that both parties accept

differentiating

first stage in coming apart each person becomes distinct and different in character, more use of "I" and "you" than "we" and "our," there is more conflict "I don't like big social gatherings"

initiating

first stage in coming together there is a cautious assessment of the other person and polite communication "Hi, how ya doin'?"

preparation

first step of conflict resolution model identify the problem, issues, and causes of the conflict analyze the conflict by asking yourself; who is involved? what happened?

task roles

focus on communication behaviors that help manage a task and complete a job, when members assume task roles, they provide useful information, ask important questions, explain procedures, analyze issues, and solve problems

sensors

focus on details and prefer to concentrate on one task at a time, they may uncover minor flaws in an idea and like having detailed instructions for doing a task, they also focus on regulations, step-by-step explanations, and facts

competitive conflict style

focuses on advancing one's own interests without consideration for the partner's interests

a-e-i-o-u model of conflict resolution

focuses on communicating personal concerns and suggesting alternative actions to resolve a conflict, of utmost importance in this model is that you try to understand the attitudes, beliefs, and values of those with whom you are involved in conflict assume express identify outcomes understanding

tuckman's group development model

forming stage- group members may be more worried about themselves than about the group as a whole storming stage- group members become more argumentative and emotional as they discuss important issues and compete for leadership and status norming stage- members define roles and establish norms, the group begins to work harmoniously as a cohesive team and makes decisions about the best ways to achieve a common goal performing stage- members focus their energy on working harmoniously to achieve group goals

avoiding

fourth stage in coming apart there is a lack of desire to spend time together, communication may become antagonistic or unfriendly "I may not be around when you call"

integrating

fourth stage in coming together personalities, opinions, and behaviors join together, individuals become a couple "What happens to you happens to me"

consideration

fourth step of conflict resolution model consider the other person's point of view listen, empathize, paraphrase, and respond with understanding

relationship motivated leaders

gain satisfaction from working well with other people even if the cost is failing to complete a task

symposium

group members present short, uninterrupted presentations on different aspects of a topic for the benefit of an audience

authority rule

groups may be asked to gather information for and recommend decisions to another person or larger group, for example, an association's nominating committee considers potential candidates and recommends a slate of officers to the association

work groups

groups that are responsible for making decisions, solving problems, implementing projects, or performing assigned duties in an organization

judgers

highly structured people who plan ahead, are punctual, and become impatient with people who show up late or waste time

trait theory of leadership

identifies specific characteristics associated with leadership, most of us can come up with a list of desirable leadership traits:intelligence, confidence, enthusiasm, organization, talent, trustworthiness, humility, humor, assertiveness , emotional stability, extroversion, and good listening skills

psycho-evolutionary emotion theory

illuminates the development and meaning of emotions According to this theory, each basic emotion has a range of feelings Plutchik further explains that some emotions blend two or more emotions

superiority

implies that you and your opinions are better than others, promotes resentment and jealousy

control

imposes your solution on someone else, seeks control of the situation

passive-aggressive

individuals may appear cooperative and willing to accommodate others and their needs, their behavior is a subtle form of aggressive behavior, passive-aggressive communicators manipulate others to get what they want, for example, when you refuse to do a favor for your brother, he mopes around the house until you finally give in to his request

maintenance roles

influence how well group members get along with one another while pursuing a common goal, members who assume maintenance roles help to create a supportive communication climate, resolve conflicts, and encourage members or praise good work

questions of policy

investigate a course of action for implementing a plan

questions of fact

investigate the truth, reliability, and cause of something using the best information available

standard agenda

involves clarifying the task at hand, understanding and analyzing the problem , assessing possible solutions, and implementing the decision or plan

Decreasing Options Technique

is a decision making tool that helps groups reduce and refine a large number of suggestions into a manageable number of ideas

evaluation

judges another person's behavior, makes critical statements

laissez-faire leader

lets the group take charge of all decisions and actions, such a leader may be a perfect match for mature and highly productive groups because a laid-back leadership style can generate a climate in which communication is encouraged and rewarded

intuitives

look for connections and concepts rather than rules and flaws, they come up with big ideas but are bored with details, they also focus on outwitting regulations, supplying theoretical explanations, and skipping details

intuitive decision makers

make decisions based on instincts, feelings, impressions, or hunches, they tend to say "it just feels like the right thing to do." they may not always be able to explain the reasons for their decisions but know that their decisions "feel" right

spontaneity

makes straightforward, direct, open, honest, and helpful comments

strategy

manipulates others, hides or disguises personal motives

situational theory

matching leaders and jobs

person-centered messages

messages that reflect "the degree to which a helper validates [a] distressed person's feelings and encourages him or her to talk about the upsetting event"

feelers

more people oriented, they want everyone to get along, feelers spend time and effort helping others, may annoy others by "wasting time" with social chitchat

conflict

occurs in relationships when disagreements are expressed, all healthy relationships, no matter how important or well managed, face interpersonal conflict, conflict is often associated with quarreling, fighting, anger, and hostility, although these elements can be present, conflict does not have to involve negative emotions

constructive nonconformity

occurs when a member resists a norm while still working to promote the group goal

destructive nonconformity

occurs when a member resists conformity without regard for the best interests of the group and its goal, such as by showing up late to attract attention or interrupting others to exert power

hidden agenda

occurs when a member's private goals conflict with the group's goals, hidden agendas represent what people really want rather than what they say they want

reactive jealousy

occurs when a person becomes aware of a real, threatening danger to the relationship, such as learning that a romantic partner has, in fact, been unfaithful

analysis paralysis

occurs when groups are so focused on analyzing a problem that theyy fail to make a decision

false consensus

occurs when members reluctantly give in to group pressures or an external authority, rather than achieving consensus, the group agrees to a decision masquerading as consensus

constructive conflict

occurs when you express disagreement in a way that respects others' perspectives and promotes problem solving -focuses on issues -respects others -supportive -flexible -cooperative -committed to conflict management

six-step model of conflict resolution

offers a series of steps to help you move a conflict toward successful resolution, they do however tell you "what to do and what not to do when confronting someone" in a conflict situation

provisonalism

offers ideas and accepts suggestions from others

single-parent family

one adult with a child or children

leader-member relations

one of Fiedler's situational contingencies that describes the degree of confidence, trust, and respect employees had for their leader

adopted family

one or two adults and an adopted child or children

extroverts

outgoing; they talk more and frequently gesture when they speak, they get their energy by being with people and enjoy solving problems in groups, they also have a tendency to dominate conversations without listening to others

agenda

outline that puts the meeting topics in the order they will be discussed

accommodating conflict style

people who use this style give in to others during a conflict at the expense of meeting their own needs, appropriate when it is more important to preserve harmony in a relationship than to resolve a particular issue, when you realize you are wrong, or if you have changed your mind

avoidance conflict style

people who use this style often change the subject, sidestep a controversial issue, or deny that a conflict exists, avoiding conflict can be counterproductive because you fail to address a problem and can increase tension in a relationship

democratic leader

promotes the social equality and interests of group members, this type of leader shares decision making with the group, helps the group plan a course of action, focuses on the group's morale as well as on the task, and gives the entire group credit for success

forum

provides an opportunity for audience members to comment or ask questions, a strong moderator is needed in a forum to make sure that audience members have an equal opportunity to speak and that the meeting is orderly and civil

work

purpose- to achieve specific goals on behalf of a business or organizations membership- committee members, employees, task force members, management teams

service

purpose- to assist worthy causes that help other people outside the group membership- members of Kiwanis, police athletic league, charity groups

public

purpose- to discuss important issues in front of or for the benefit of the public membership- participants in public panel discussions, symposiums, forums, governance groups

learning

purpose- to help members gain knowledge and develop skills membership- classmates, book group members, participants in a ceramic workshop

primary

purpose- to provide members with affection, support, and a sense of belonging membership- family members, best friends

social

purpose- to share common interests in a friendly setting or participate in social activities membership- athletic team members, hobbyists, sorority and fraternity members

self-help

purpose- to support and encourage members who want or need help with personal problems membership- therapy group members, participants in programs, such as eight watchers and alcoholics anonymous

civic

purpose- to support worthy causes that help people within the group or community membership- members of a PTA, labor unions, veterans' groups, neighborhood associations

open-ended questions

questions for which the patient must provide detail to give an answer, they encourage specific or detailed responses

closed-ended questions

questions that require only a short and direct response and can generally be answered with a yes or no

decision making

refers to making a judgment, reaching a conclusion, or making up your mind, in a group setting, decision making results in a position, opinion, judgment, or action

control need

refers to whether you feel competent and confident when control needs are met, you have no problem with power and feel just as comfortable giving orders as taking them Unmet control needs can make a person desperate to control everything and everyone by dominating others

defensive behaviors

reflect our instinct to protect ourselves when we are being physically or verbally attacked by someone

consensus

represent group agreement "which all members have a part in shaping, and that all find at least minimally acceptable as a means of accomplishing some mutual goals

inclusion need

represents a desire to belong, to be involved, and to be accepted when your inclusion needs are met, you enjoy being with others but are also comfortable being alone If however, your inclusion needs are not met, you may feel unworthy or undervalued

personality

represents the style in which we interact with the world around us and particularly with other people, understanding and appreciating your own and others' personality traits are central to improving the quality of interpersonal communication

hidden area

represents your private self, which includes information you know about yourself ("I am attracted to that person," "I was once arrested") but that you are not yet willing to share with others

majority vote

requires that more than half the members vote in favor of a proposal

meeting

scheduled gathering of group members for a structured discussion guided by a designated chairperson

circumscribing

second stage in coming apart there is a decrease in communication, personal and important topics are no longer discussed "Did you have a good time on your trip?"

experimenting

second stage in coming together the two people look for and learn about similarities and common interests, there is pleasant and casual small talk "Oh, so you like to ski...so do I"

initiation

second step of conflict resolution model tell the person; "we need to talk" ask the other person to meet and talk about the problem

autocratic leaders

seek power and authority by controlling the direction and outcome of a discussion, making many of the group's decisions, giving orders, and expecting followers to carry out those orders, and taking credit for successful results

problem orientation

seeks a mutually agreeable solution

norms

sets of expectations held by group members concerning what kinds of behavior or opinions are acceptable or unacceptable, good or bad, right or wrong, appropriate or inappropriate, group norms express the values of a group, help the group to function smoothly, define appropriate and inappropriate behavior, and facilitate group success

panel discussion

several people interact about a common topic to educate, influence, or entertain an audience

reevalution

sixth step of conflict resolution model follow up on the solution set a date for seeing whether the solution is working as hoped

dependent decision makers

solicit the advice and opinions of others before making a decision: "if you think it's okay, then I'll do it." they feel uncomfortable making decisions that others disapprove of or oppose, they may even make a decision they aren't happy with just to please others

emotional support

specific lines of communicative behavior enacted by one party with the intent of helping another cope dffectively with emotional distress

Consequences

specify the consequences of accepting or denying your request

Specify

specify what you want to happen or the behavior you want form the other person

governance groups

state legislatures, city and county councils, and governing boards of public agencies and educational institutions make policy decisions in public settings

equality

suggests that everyone can make a useful contribution

spontaneous decision makers

tend to be impulsive and make quick decisions on the spur of the moment: "Let's do it now and worry about the consequences later." as a result, they often make decisions they later regret

emotional intellegiance

the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships

groupthink

the deterioration of group effectiveness as a consequence of in-group pressure

intimacy

the feeling or state of knowing someone deeply, occurs in many forms in most romantic relationships, physical intimacy is a way of expressing affection and love in friend and romantic relationships, intimacy can take on a variety of forms it can be emotional, intellectual, and/or collaborative A state of being or feeling in which each person in a relationship is willing to self-disclose and to express important feelings and information to the other person.

emotion

the feeling you experience when reacting to a situation that is often accompanied by physical changes

group communication

the interaction of three or more interdependent people working to achieve a common goal

Johari Window

the model looks at two interpersonal communication dimensions: willingness to self-disclose and receptivity to feedback willingness to self-disclose describes the extent to which you are prepared to disclose personal information and feelings to other people receptivity to feedback describes your awareness, interpretation, and response to someone else's self-disclosure about you when these two dimensions are graphed against one another, the result is a figure that resembles a four-paned window

cohesion

the mutual attraction that holds the members of a group together as expressed in the saying, "all for one and one for all!" cohesive groups are united and committed to a common goal, have high levels of interaction, and enjoy a supportive communication climate

destructive conflict

the result of behaviors that create hostility or prevent problem solving, constant complaining, personal insults, conflict avoidance, and loud arguments or threats all contribute to destructive conflict, this kind of conflict has the potential to permanently harm a relationship -attacks others -insults others -defensive -inflexible -competitive -avoids or aggravates conflict

primary tension

the social unease and inhibitions that accompany the getting acquainted period in a new group, because most new group members want to create a good first impression, they tend to be overly polite with one another -members rarely interrupt one another -long, awkward pauses often come between comments -members are soft-spoken and very polite -members avoid expressing strong opinions and emotions

minutes

the written record of a group's discussion and activities, to a recorder, secretary, or a volunteer, the minutes cover discussion issues and decisions for those who attend the meeting and provide a way to communicate with those who do not attend Most important, minutes help prevent disagreement about what was said or decided in a meeting and what tasks individual members agreed to or were assigned to do

Fundamental Interpersonal Relationship Orientation Theory

theory contending that people interact with others in order to satisfy three basic interpersonal needs: the need for inclusion, the need for control, and the need for affection

self-centered roles

they put their own goals ahead of the group's goal and other member needs, self-centered roles can disrupt the work of a group, adversely affect member relationships, and prevent the group from achieving its goals

introverts

they think before they speak and usually are not as talkative as extroverts, they prefer socializing with one or two close friends rather than spending time with a large group of people, introverts recharge by being alone and often prefer to work by themselves

stagnating

third stage in coming apart communication shuts down, more time and attention is devoted to work and other friends "what's there to talk about?"

intensifying

third stage in coming together there is more intimate physical contact, more talk, and more self-disclosure "I...I think I love you"

confrontation

third step of conflict resolution model talk to the other person about the conflict and the need to resolve it express your feelings constructively and describe, specifically, what you see as a solution

stepfamily

two adults and children who are not the biological offspring of both parents

couples

two adults living together in a romantic relationship with no children

gay or lesbian family

two people of the same gender in an intimate relationship (who may have a child or children---as biological offspring or adopted)

unmarried with children

unmarried couple with a biological child or children

work teams

usually given full responsibility and resources for their performance, unlike committees, work teams are relatively permanent, they don't take time from work to meet---they unite to work

turn-requesting cues

verbal and nonverbal messages that signal a desire to speak, such as leaning forward, providing direct eye contact, and lifting one hand as if beginning to gesture

turn-yielding cues

verbal and nonverbal messages which signal that you are completing your comments and are preparing to listen, such as slowing down your speaking rate, relaxing your posture or gestures, and leaning slightly away

task motivated leaders

want to get the job done, they gain satisfaction form completing a task even if it results in bad feelings between the leader and group members, as a result, they are often criticized for being too focused on the job and overlooking group morale

interpersonal communication

what happens when a limited number of people, usually two, interact and generate meaning using verbal and nonverbal messages

nuclear family

wife, husband, and their biological children

trait theory

you have it or do not