Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
29 Cards in this Set
- Front
- Back
- 3rd side (hint)
|
Role status |
The relative importance, prestige, or power recorded to a particular role |
|
|
|
What does the Stanford Prison study teach us |
That when a power of corded rule establishes unequal power distribution, the potential for abuse is real |
|
|
|
Role conflict |
When we find ourselves playing roles in different groups that contradict each other such as students who have children that have to manage their student role and their parent role |
|
|
|
Role flexibility |
the capacity to recognize the current requirements of the group and then enact the role-specific behaviors most appropriate in the given context. For example, if group discussion becomes confusing, and alert member recognizes the need to play the clarifier role |
|
|
|
Group socialization |
The communication process in which new and established group members adjust to one another |
|
|
|
How to make group socialization easier |
Conduct a thorough reconnaissance of the group, play the role of the newcomer, embrace your new group / distance yourself from previous groups, seek mentors within the group, and collaborate with other newcomers |
|
|
|
Credibility |
A composite of competence / knowledge such skills, trustworthiness / honesty / consistency / character, and dynamism confidence / assertiveness |
The foundation for successful influence |
|
|
Transformational leadership |
The idea that leadership implies change because influence inherently means change |
|
|
|
Traits perspective |
The idea that leadership resides in the person (physical / personality traits), not in transactions between leaders and followers conducted within the group system |
|
|
|
Autocratic leadership style |
Exerts control over group members flash is highly directive flash does not encourage member participation flash not concerned about making friends are getting invited to parties |
High task, low social |
|
|
Democratic leadership style |
Encourages participation and responsibilities from group members flash works to improve the skills and abilities of group members flash always have a say in what the group decides |
High task, high social |
|
|
Laissez-faire leadership style |
A do-nothing approach to leadership flash the avoidance or absence of leadership in which individuals avoid making decisions, hesitate and taking action, and are absent when needed flash doesn't try to influence anyone therefore is definition of non leadership |
Low task, low social |
|
|
Team |
They are specialized groups. All teams are groups, but not all groups are teams. They typically manifest a higher level of corporation than standard groups |
|
|
|
Egocentrism |
Those who reveal the "me-first" attitude that promotes team friction and weakens team cohesiveness |
|
|
|
Symbolic convergence |
A group communicating and sharing stories, creating a "convergence". A group identity that is larger and more coherent than the isolated experiences of individual group members |
|
|
|
Meaningfulness (empowerment) |
A team's perception that it's tasks are important, valuable, and worthwhile |
|
|
|
Autonomy (empowerment) |
The degree to which a team members experience substantial freedom, independence, and discretion in their work. The important decision-making is a shared undertaking by all members |
|
|
|
Group potency (empowerment) |
The shared belief among team members that they can be effective as a team |
|
|
|
Impact (empowerment) |
The degree of significance given by those outside of the team to the work produced by the team |
|
|
|
Destructive conflict |
Characterized by dominating, escalating, retaliating, competing, defensive, and flexible communication patterns |
|
|
|
Constructive conflict |
Characterized by we oriented, the escalating, cooperative, supportive, and flexible communication patterns. The principal focus is on trying to achieve a solution between struggling parties that is mutually satisfactory to everyone or at least cordial relationships that agree to disagree |
|
|
|
Collaboration |
A cooperative approach to conflict that attempts to satisfy all parties |
|
|
|
Confrontation |
The overt recognition that conflict exists in a group and the direct effort to manage it effectively |
|
|
|
Integration |
A collaborative technique that devises creative solutions that are mutually satisfactory for all parties in conflict |
|
|
|
Negotiation |
A process by which a joint decision is made by two or more parties |
|
|
|
Tit for tat (negotiation strategy) |
If the other party or parties in a negotiation follow suit and cooperate, you continue to do the same AKA you reciprocate |
|
|
|
Reformed sinner (negotiation strategy) |
Act tough, then tone it down |
|
|
|
Positional bargaining |
Hard bargaining is emphasis on task / soft bargaining is emphasis on social |
|
|
|
Principled negotiation |
Separate people from problem, negotiate interest, generate different options / possibilities, and stressed the importance of objectivity |
|
