Coms 342

Front 1

avoiding

Back 1

non-conformative changing topic or shifting focus to avoid conflict, hoping it disappears (conflict management strategy)

Front 2

conflict

Back 2

at least 2 interdependent capable of invoking sanctions opposing each other

Front 3

power

Back 3

the influence resulting from social interactions or created by the possession of or access to resources, not always good or bad, based on rewards, coercion, role/position, charisma expertise and information

Front 4

avoiding

Back 4

non-conformative changing topic or shifting focus to avoid conflict, hoping it disappears (conflict management strategy)

Front 5

leadership

Back 5

positive influence to obtain a group goal, both a process and a property; can counteract the cognitive, affiliate and ego centric constaints that arise in a group interaction

Front 6

competing

Back 6

emphasizing your own triumph at other person’s expense, forcing, you win (conflict management strategy)

Front 7

collaborating

Back 7

integrative conflict management strategy, attempts to maximize gains of all conflicting parties; can be most difficult to achieve but usually most satisfactory (conflict management strategy)

Front 8

compromising

Back 8

a conflict management style; and intermediate strategy between cooperativeness and assertiveness; compromising may settle the problem bu will also offer incomplete satisfaction for both parties.

Front 9

accommodating

Back 9

a win-lose conflict management strategy exemplified by trying to satisfy the other’s concerns.

Front 10

information bias

Back 10

info group is using favors some member over others

Front 11

cohesiveness

Back 11

the degree to which members desire to remain in the group

Front 12

satisfaction

Back 12

the degree to which a group member feels fulfilled or gratified based upon experiences in the group

Front 13

climate

Back 13

a communication climate is the atmosphere group members create, the results from group members' use of verbal and nonverbal communication and their listening skills

Front 14

descriptive feedback

Back 14

feedback the merely identifies or describes how a group member communicates

Front 15

prescriptive feedback

Back 15

feedback that provides group members with advice about how they should act or communicate

Front 16

interaction diagram

Back 16

a diagram identifying which group members talk to other group members and how frequently

Front 17

situational leadership model

Back 17

a model that describes leadership based on (1) the amount of task direction a leader gives, (2) the amount of relational support a leader provides, and (3), the readiness level of group members in performing their tasks

Front 18

telling leadership style

Back 18

The best style for groups whose members are both unable and unwilling to take responsibility for group tasks

Front 19

selling leadership style

Back 19

The best style for groups whose members are willing to take responsibility for group tasks but lack the skills or abilities to complete the tasks; requires high leader involvement

Front 20

participating leadership style

Back 20

The best style for groups whose members are able but unwilling to take responsibility for group tasks

Front 21

delegating leadership style

Back 21

best style for groups whose members are both willing and able to assume responsibility for group tasks

Front 22

transformational leadership

Back 22

communicates in a way to persuade, influence, and mobilize others

Front 23

evaluation vs descriptive

Back 23

evaluative language vs. describing in strengths and weakness

Front 24

controlling vs problem orientation

Back 24

controlling person vs. focused on solutions

Front 25

strategy vs. spontaneity

Back 25

place themselves above task vs. open and honest

Front 26

empathy vs neutrality

Back 26

helpful vs detached from group

Front 27

superiority vs equality

Back 27

thinks they're better vs. equal equity

Front 28

certainty vs. provisionalism

Back 28

know it all vs. flexibility

Front 29

PERT

Back 29

program evaluation and review technique

Front 30

Decision making procedures

Back 30

brainstorming, nominal group technique, consensus, voting, ranking and standard agenda

Front 31

trust

Back 31

is a group member’s positive expectation of another group member, or a group’s member’s willingness to rely on another’s actions in a risky situation

Front 32

affective conflict

Back 32

rooted in interpersonal relationships, emotions, or personalities. Even when group member agree about the group’s goals & procedures, this type of relational conflict can keep a group from accomplishing its task.

Front 33

cognitive conflict

Back 33

exists when group memebrs disagrees about info or data or the analysis that information

Front 34

procedural conflict

Back 34

conflict over how work gets done.

Front 35

normative conflict

Back 35

occurs when one party has expectations about another party's behavior/conflict occurs when someone evaluates your behaviors against what the person thought you should have done

Front 36

cooperative conflict

Back 36

occurs when the disagreement actually helps move the group along with its task or activities

Front 37

competitive conflict

Back 37

polarizes groups with one side winning and the other side losing. Can escalate to a hostile environment

Front 38

identify 6 types of power and how they impact groups

Back 38

1) reward power-behaving in a certain way cause you get rewarded. 2) coercive power – threats/negative punishment. 3)legitimate power – inherit influence associated with role/position. 4) referent power – influence given by you to another member based on your desire to build a relationship with them. 5) expert power – influence based on what a group member knows they can do. 6) informational power – persuasion/influence based information a member possesses or logical arguments they present to group.

Front 39

Know how Power comes to exist within groups:

Back 39

Created through communication, based on rewards, coercion role or position, charisma, expertise or information. Extent to which power develops maybe based on formalized power structures to the degree to which the struggle occurs. Fluid, not static-relations change frequently, control over real or imagined source.

Front 40

Identify the key characteristics of Conflict, know whether it is always good and/or bad, and why

Back 40

two interdependently parties oppose each other, it can be good

Front 41

Understand the Functional Theory of Decision Making

Back 41

understanding the problem, understanding what constitutes an acceptable choice, generating realistic and acceptable alternatives, assessing the positive qualities of each alternative, and assessing the negative qualities of each alternative

Front 42

Member expectations for leaders

Back 42

members expect the leader to be trustworthy and to help organize and manage a group’s environment, facilitate member’s understanding of obstacles they face, and help member’s plan and select the most effective actions.

Front 43

How Leadership and Power interact

Back 43

Power is not inherently good or bad. When a group member has power, he or she has interpersonal influence over other group member’s b/c they have accepted or allowed the attempt at power to be successful. Power exists when one perceives the influence of another group member and alters their behavior. Any member of the group can develop power and use it in relationships with other group members.

Front 44

How one becomes a Leader

Back 44

By voting, being appointed, or emerges with time by the group’s interaction.

Front 45

How Gender relates to Leadership (do men and women lead differently?)

Back 45

Males are expected to emerge as a leader in a mixed group and will in primarily task-oriented situations. Females are more likely to emerge in relational situations. Women are more likely to adopt a democratic or participative style of leadership whereas male leaders prefer an autocratic or directive style. Other than that no matter the gender either could be effective.

Front 46

levels of feedback and explain each

Back 46

task and procedural, relational, individual, and group

Front 47

types of feedback and explain each

Back 47

descriptive, evaluative, and prescriptive