Test 2 COM

Brainstorming

A group activity in which members share as many ideas about a topic as possible without stopping to judge them or rule anything out.

Small Group

A limited number of interdependent people who interact with one another over time to pursue shared goals.

Phubbing

A mixture of the words phoning and snubbing, used to describe episodes in which people pay attention to their devices rather than to the people around them.

Dialogue

A process in which people let go of the notion that their ideas are more correct or superior to those of others and instead seek to understand an issue from many different perspectives.

Formal Roles

A role assigned to a person by group members or an organization, usually to establish order.

Informal Roles

A role usually not explicitly recognized by a group that describes functions of group members rather than their positions.

Traits Theories of Leadership

A school of thought based on the belief that some people are born to be leaders and others are not.

Breakout Groups

A strategy used when the number of members is too large for effective discussion. Subgroups simultaneously address an issue and then report back to the group at large.

Assertiveness

A style of communicating that directly expresses the sender's needs, thoughts, or feelings, delivered in a way that does not attack the receiver.

Problem Census

A technique in which members write their ideas on cards, which are then posted and grouped by a leader to generate key ideas the group can then discuss.

Situational Leadership

A theory arguing that the most effective leadership style varies according to the circumstances involved.

Transformational Leadership

Defined by a leader's devotion to help a team fulfill an important mission.

Fabrication

Deliberately misleading another person for one's own benefit.

Consensus

Every member agrees

Relationship counselor Gary Chapman observes that people typically orient differently to five common love languages...

1. Affirming Words- compliments, thanks, and statements that express love and commitment. 2. Quality Time-Completing tasks together, talking, or engaging in some other mutually enjoyable activity. 3. Acts of Service- Performing favors such as caring for each other when they are sick, doing the dishes, or making meals. 4. Gifts 5. Physical Touch- huge, kiss, pat on the back, etc.

What are the five steps to follow when you want to approach a conflict assertively?

1. Describe the behavior in question. 2. Share your interpretations of the other person's behavior. 3. Describe your feelings 4. Describe the consequences. 5. State your intentions

What are the eight steps involved in win-win problem solving, which is consistent with being assertive?

1. Identify your problem and unmet needs. 2. Make a date. 3. Describe your problem and needs. 4. Check the other person's understanding. 5. Ask about the other person's needs. 6. Check your understanding of the other person's needs. 7. Brainstorm solutions and choose one together. 8. Follow up the solution.

Five stages of intimacy development (coming together) and five stages in which people distance themselves.

1. Initiating 2. Experimenting 3. Intensifying 4. Integrating 5. Bonding 6. Differentiating 7. Circumscribing (Communication decreases significantly in quantity and quality.) 8. Stagnating (lose interest in each other) 9. Avoiding 10. Terminating

What are the two of its less appealing qualities of online interpersonal communication?

1. Online Communication can be distracting. 2. Too much online communication can be problematic.

What are the five most rewarding aspects of online interpersonal communication?

1. Online communication helps people stay connected. 2. There's more diversity online. 3. Online communication can feel nonthreatening. 4. Online communication can be validating. 5. Online communication has a pause option sometimes.

In the words of Scholar George Bach...describes five types of passive aggressive people who engage in "crazymaking" behavior.

1. Pseudoaccommodators only pretend to agree with you. 2. Gulitmakers try to make you feel bad. 3. Jokers use humor as a weapon. 4. Withholders keep back something valuable.

What are five differences between mediated and offline friendships?

1. Quantity. 2. Online only friends are more likely than in-person friends to lie or express hostility. 3. Face-to-face friends typically depend on each other more than online friends do. 4. In-person friends are more likely to talk about topics in depth, and they typically share a deeper level of mutual understanding and commitment than online friends do. 5. In person friends tend to have more similar social networks.

How can you minimize the risk of groupthink?

1. Recognize early warning signs. 2. Minimize status differences. 3. Make respectful disagreement the norm.

Dialectical tensions are a fact of life in close-relationships and there are a number of strategies people can use to manage them...

1. Relationships involve continual change and negotiation. 2. Partners can be in sync in some ways but not in others. 3. It may be tempting to deny opposing tensions or over correct.

Conflict (Storming) Stage

-When group members openly defend their positions and question those of others. (book) -Members start to communicate their feelings, but still view themselves as individuals rather than part of the team. They resist control by group leaders and show hostility.

Social Roles (Informal)

(Also called "maintenance roles") Helps the relationships among group members run smoothly.

Authoritarian Leadership

-A style in which a designated leader uses coercive and reward power to dictate the group's actions. -It's an approach in which relatively powerless team members are expected to obey an all-powerful leader. -Sometimes produce faster results.

Democratic Leadership

-A style in which a leader invites the group's participation in decision making. -It is a "power with" dynamic in which people work together. -Satisfaction is typically high in teams led by this leader, but inclusive decision making can be time consuming.

Servant Leadership

-A style in which a leader recruits outstanding team members and provides the support they need to do a good job. -Unlike Laissez-Faire leaders, who tend to have a hands-off approach, these leaders are often highly involved with team members and processes. -Morale tends to be higher in teams with these leaders than in those with Authoritarian leaders. -These leaders has been shown to enhance team members' satisfaction and lead them to feel more self-confident and optimistic than they would otherwise.

Laissez-Faire Leadership

-A style in which a leader takes a hands-off approach, imposing few rules on a team. -Highly experienced members may appreciate the hands-off approach of this leader, but for many teams, the ambiguity involved creates added stress.

Passive Aggression

-An indirect expression of aggression, delivered in a way that allows the sender to maintain a facade of innocence.

Self-serving lies

-Attempts to manipulate the listener into believing something that is untrue. -Not primarily to protect the listener but to advance the deceiver's agenda.

Perceived Incompatible Goals (Conflict def)

-Conflicts often look as if one party's gain will be another's loss. -Solutions may exist that allow both parties to get what they want.

Altruistic Lies

-Deception intended to be malicious, or even helpful, to the person to whom it is told. -Use to avoid hurting people's feelings -"white lies" falls in the category of being polite.

Task Roles (Informal)

-Help the group achieve particular outcomes. -Includes information seeker, opinion giver, energizer, critic, etc.

Indirect Communication

-Hinting at a message instead of expressing thoughts and feelings directly. -Often kinder -Protect ourselves -Involves a moderate concern for self and others.

Interdependence (Conflict def)

-However antagonistic they might feel toward each other, the parties in conflict are usually dependent on each other. -The welfare and satisfaction of one depend on the actions of another.

Country Club Leaders

-Leader exhibit high regard for relationships but give little attention to task fulfillment. -Primary goal is to keep members happy and maintain harmony.

Metacomunication

-Messages that refer to other messages; communication about communication. -Provides a look below the surface. -Isn't just for handling problems. -Can be risky.

Legitimate Power

-The ability to influence group members based on one's official position. -Supervisor, professor, or coach -Nominal leaders.

Evasions

-The act of making a deliberately vague statement. -Helps speakers avoid telling the entire truth.

Connection versus Autonomy

-The conflicting desires for togetherness and independence are embodied in the connection. -One of the most common reasons for breaking up is that one partner doesn't satisfy the other's need for connection (could be the opposite as well)

Social Exchange Theory

-The idea that relationships seem worthwhile if the rewards are greater than or equal to the costs involved. -People use this formula (usually unconsciously) to decide whether dealing with another person is a "good deal" or "not worth the effort."

Nonassertiveness

-The inability or unwillingness to express one's thoughts or feelings. -May insist that nothing is wrong even when there is. -May come from lack of confidence. -May lack the awareness or skills to use a more direct means of expression. -Can take a variety of forms: Avoidance and Accommodators .

Expressed Struggle (Conflict def)

-We fume to ourselves rather than expressing our frustration. -Actual interpersonal conflict requires that both parties know a disagreement occurs.

Emergence (Norming) Stage

-When a group moves from conflict toward a single solution. (book) -People feel part of the team and realize that they can achieve work if they accept other viewpoints.

Orientation (Forming) Stage

-When group members become familiar with one another's positions and tentatively volunteer their own. (book) -Team acquaints and establishes ground rules. Formalities are preserved and members are treated as strangers.

Reinforcement (Performing) Stage

-When group members endorse the decisions they have made. (book) -The team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance.

Compromise

An agreement that gives both parties at least some of what they wanted, although both sacrifice parts of their goals.

Lose-lose problem solving

An approach to conflict resolution in which neither party achieves its goal.

Win-lose problem solving

An approach to conflict resolution in which one party reaches their goal at the expense of the other.

Win-win problem solving

An approach to conflict resolution in which the parties work together to satisfy all their goals.

Conflict

An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce rewards, and/or interference from the other party in achieving their goals.

Negotiation

An interactive process meant to help people reach agreement when one person wants something from another.

Authority-obedience leaders

At the other extreme are managers who focus almost entirely on tasks and very little on relationships.

Direct Aggression

Attacks the position and perhaps the dignity of the receiver.

Openness versus Privacy

How open/close off one person is.

Predictability versus Novelty

How predictable/adventurous you are.

Impoverished Leaders

Leader has little interest in either tasks or relationships.

Middle-of-the-road leaders

Moderate interest in both tasks and relationships.

Majority

More than half

Part-of-the-whole

Percentage established.

Round Robin

Session in which members each address the group for specified amount of time.

Connection Power

The ability to influence others based on having relationships that might help the group reach its goal.

Reward Power

The ability to influence others by granting or promising desirable consequences.

Coercive Power

The ability to influence others by threatening or imposing unpleasant consequences.

Referent Power

The ability to influence others by virtue of being liked or respected.

Expert Power

The ability to influence others by virtue of one's perceived expertise on the subject in question.

Power

The ability to influence others' thoughts and/or actions

Plurality

The decision receiving the greatest support.

Relational Dialectics

The perspective that partners in interpersonal relationships must deal with simultaneous and opposing forces of connection versus autonomy, predictability versus novelty, and openness versus privacy.

Adjourning

The team conducts an assessment of the year and implements a plan for transitioning roles and recognizing members' contributions.

Groupthink

The tendency in some groups to support ideas without challenging them or providing alternatives.

Omission

Withholding information that another person deserves to know.