Comm 210 Exam 2

Front 1

Structure

Back 1

The systematic interrelation of all parts to the whole.

Front 2

Norms

Back 2

broad rules that designate appropriate behavior for all group members

Front 3

Role(s)

Back 3

the pattern of expected behavior associated with parts that we play in groups

Front 4

role reversal

Back 4

Stepping into a role distinctly different from or opposite of a role we're accustomed to playing

Front 5

role status

Back 5

the relative importance, prestige, or power accorded a particular role

Front 6

formal role

Back 6

a position assigned by an organization or specifically designated by the group leader

Front 7

informal role

Back 7

emerges from the group transactions, and it emphasizes functions, not positions

Front 8

task roles

Back 8

move the group toward the attainment of its goals. the central communicative function of task roles is to extract the maximum productivity from the group

Front 9

maintenance roles

Back 9

focus on the social dimension of the group. the central communicative function of maintenance roles is to gain and maintain the cohesiveness of the group

Front 10

disruptive roles

Back 10

serve individual needs or goals (me-oriented) while impeding attainment of group goals. "Difficult group member." The central communicative function of self-centered, disruptive roles is to focus attention of the individual

Front 11

Group endorsement

Back 11

the acceptance by the group of a member's bid to play a specific role

Front 12

role specialization

Back 12

when an individual member settles into his or her primary role

Front 13

role fixation

Back 13

the acting out of a specific role and that role alone no matter what the situation might require

Front 14

credibility

Back 14

as a composite of competence (knowledge, skills), trustworthiness(honesty, consistency, character), and dynamism(confidence, assertiveness).

Front 15

transformational leader

Back 15

leadership often associated with changing the status quo; frequently linked to charisma

Front 16

transactional leadership

Back 16

leadership often associated with management that typically strives to maintain the status quo efficiently

Front 17

charisma

Back 17

A constellation of personal attributes that people find highly attractive in an individual and strongly influential

Front 18

charismatic leaders

Back 18

all leaders are transformation to some degree, but charismatic leaders are thought to be highly transformational

Front 19

leadership

Back 19

an influence process between leader and followers directed toward change that reflects mutual purposes of group members and is largely achieved through competent communication

Front 20

traits

Back 20

relatively enduring characteristics of an individual that highlight differences between people and that are displayed in most situations

Front 21

democratic style

Back 21

a style of leadership that encourages participation and responsibility from group members

Front 22

laissez-faire style

Back 22

a do-nothing style of leadership; non-leadership

Front 23

telling style(of situational leadership)

Back 23

directive leadership that is high task, low relationship in emphasis.

Front 24

selling style(of situational leadership)

Back 24

directive leadership that is high task, high relationship in emphasis

Front 25

participating style(of situational leadership)

Back 25

Nondirective leadership that has low task, high relationship emphasis

Front 26

delegating style(of situational leadership)

Back 26

non directive leadership that has low task, low relationship emphasis; lets other group members shoulder the burdens once the leader deems them ready.

Front 27

readiness

Back 27

How ready a person is to perform a particular task; determined by ability and willingness of the person

Front 28

leader-as-completer

Back 28

leaders are thought to perform those essential functions within a group that other members have failed to perform

Front 29

vital functions

Back 29

sees leaders performing a list of vital group functions different in kind and/or degree from other members

Front 30

servant leader

Back 30

a perspective on leadership that places the emphasis on the needs of followers and helps them to become more knowledgeable, freer, more autonomous, and more like servants to the group

Front 31

team

Back 31

a small number of people with complementary skills who act as an interdependency unit, are equally committed to a common mission, subscribe, to a cooperative, approach to accomplish that mission, and hold themselves accountable for team performance

Front 32

pseudo-team

Back 32

small groups that only half-heartedly exhibit the several criteria that constitute a true team. They give the appearance of being teams and of engaging in teamwork without exhibiting the substance of teams.

Front 33

cynics

Back 33

They focus on the negative, predicting failure and looking for someone or something to criticize, sapping the energy form a team with their negativity

Front 34

superordinate goal

Back 34

a specific kind of cooperative goal that overrides differences that member may have because the goal supersedes less important competitive goals

Front 35

charge

Back 35

the task of a team, such as to gather information, to analyze a problem and make recommendations, to make decisions and implement them, or to tackle a specific project from inception to completion

Front 36

fantasies

Back 36

Prime element of symbolic convergence theory;dramatic stories that provide a shared interpretation of events that bind group members and offer them a shared identity.

Front 37

fantasy theme

Back 37

a consistent thread that runs throughout the stories that create a shared group identity

Front 38

fantasy chains

Back 38

a string of connected stories that amplify fantasy; a fantasy theme

Front 39

team accountability

Back 39

the team, rather than individual members, assumes responsibility for success and failure

Front 40

empowerment

Back 40

the process of enhancing the capabilities and influence of individuals and groups

Front 41

group potency

Back 41

the shared belief among team members that they can be effective as a team

Front 42

meaningfulness

Back 42

a team's perception that its tasks are important, valuable, and worthwhile

Front 43

autonomy

Back 43

the degree to which team members experience substantial freedom, independence, and discretion in their work

Front 44

impact

Back 44

the degree of significance that is given by those outside of the team, typically, the team's organization, to the work produced by the team

Front 45

quality circles

Back 45

teams composed of workers who volunteer to work on a similar task and attempt to solve a particular problem

Front 46

self-managing work teams

Back 46

teams that complete an entire task under self-regulation

Front 47

ad hoc teams

Back 47

teams that are assembled to solve an immediate problem, then are dissolved one the solution has been implemented

Front 48

individual accountability

Back 48

an established minimum standard of effort and performance for each team member to share the fruits of team success

Front 49

critical thinking

Back 49

analyzing and evaluating ideas and information to reach sound judgements and conclusions

Front 50

information overload

Back 50

the rate of information flow into a system and/or the complexity of that information exceeds the system's processing capacity; excessive input

Front 51

information bulimia

Back 51

a binge-and-purge cycle of information processing

Front 52

information underload

Back 52

the amount of information available to a group for decision making purposes is insufficient (input is inadequate)

Front 53

rationalization of disconfirmation

Back 53

inventing superficial, glib alternative explanations for information that contradicts beliefs

Front 54

fasle dichotomy

Back 54

the tendency to view the world in terms of only tow opposing possibilities when other possibilities are available, and to describe this dichotomy in the language of extremes

Front 55

inferences

Back 55

conclusions about the unknown based on what is known

Front 56

vividness effect

Back 56

a graphic, outrageous, shocking, controversial, dramatic event draws our attention and sticks in our minds, prompting us to overvalue such events and undervalue statistical information that shows patters and trends that often contradict the sensational event

Front 57

correlation

Back 57

a consistent relationship between two or more variables

Front 58

group-think

Back 58

a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, and members' strivings for unanimity override their motivation to realistically appraise alternative courses of action

Front 59

devil's advocate

Back 59

a group role, sometimes assigned to a specific member, that requires the individual "for the sake of argument" to critique and question ideas and proposals that emerge during group discussion

Front 60

dialectical inquiry

Back 60

a subgroup develops a counterproposal and defends it side by side with the group's initial proposal

Front 61

reminder role

Back 61

a formally designated role in which the individual assigned the role cases questions in a nonaggressive manner regarding collective inferential error, confirmation bias, false dichotomies, and any of the myriad symptoms of groupthink that may arise during group discussions

Front 62

question of fact

Back 62

asks whether something is true and to what extent

Front 63

question of value

Back 63

asks for an evaluation of the desirability of an object, idea, event, or person

Front 64

question of policy

Back 64

asks whether a specific course of action should be undertaken to solve a problem

Front 65

criteria

Back 65

standards by which decisions and solutions to problems can be evaluated

Front 66

force field analysis

Back 66

a process for group implementation of decisions by anticipating the driving forces (those that encourage change) and restraining forces (those that resist change)

Front 67

PERT

Back 67

program evaluation review technique; A systematic process for group implementation of decisions

Front 68

consensus

Back 68

a state of mutual agreement among members of a group in which all legitimate concerns of individuals have ben addressed to the satisfaction of the group

Front 69

parliamentary procedure

Back 69

a set of hundreds of rules for conducting meetings

Front 70

search engine

Back 70

an internet tool that computer generates indexes of web pages that match, or link with, keywords typed in a search window

Front 71

virtual library

Back 71

a search tool that combines internet technology and standard library techniques for cataloging and evaluating information

Front 72

brainstorming

Back 72

a creative problem-solving technique that promotes plentiful, even zany, ideas in an atmosphere free from criticism and encourages enthusiastic participation from all group members

Front 73

nominal group technique

Back 73

individuals work by themselves generating lists of ideas on a probe. then convene in a group where they merely record the ideas generated and interaction occurs only to clarify ideas. Rankings of each member's five favorite ideas are averaged with the highest average ideas selected by the group

Front 74

electronic brainstorming

Back 74

occurs when group members sit at computer terminals and brainstorm ideas using a computer-based, file-sharing procedure

Front 75

frame

Back 75

the way in which language shapes our perception of choices

Front 76

reframing

Back 76

a creative process of breaking a mindset by placing the problem in a different from of reference

Front 77

integrative problem solving

Back 77

creative approach to conflicts of interest that searches for solutions that benefit everyone

Front 78

expanding the pie

Back 78

an integrative problem solving technique in which creative means of increasing resources as a solution to a problem are generated

Front 79

bridging

Back 79

an integrative problem-solving technique that offers a new option devised to satisfy all parties on important conflicting issues

Front 80

media richness theory (MRT)

Back 80

the information-carrying capacity of each form of communication

Front 81

synchronous media

Back 81

those forms of communicating that permit simultaneous interactions among group members modeled after face-to-face meetings

Front 82

asynchronous media

Back 82

those forms of communicating that permit anytime/anyplace interaction among group members without interruption