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64 Cards in this Set
- Front
- Back
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Kurt Lewin
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father of group dyanmics
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group dynamics
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involves theories and studies of group discussion, leadership and decision making.
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social psychology
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where group dynamics falls. combination of sociology and psychology
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norms
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standards of behaviors or rules that groups impose upon their members, groups common belief regarding appropriate behavior for members.
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denotative
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dictionary meaning of a word
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connotation
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subjective meaining of a word
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perception
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the process of becoming aware of stimuli that impinges on the 5 senses
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frame of reference
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everything within your personal history that causes you to percieve the world the way you do. religion, ethnicity, etc
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dissonance
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the uncomfortable feeling that you have to choose between opposites. body is responding
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empathy
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experiencing what another person expeeriences, feeling what another person feels.
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trust
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confidence in another person. belife that the behavior of anohter person can be predicted
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self disclosure
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revealing one's self to another to develop a healthy relationship
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defensive behaviors
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the natural response a person exhibits when feelings threatened, frustrated, or embarrassed. may giggle, pull away
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noise
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anything in the situation that tends to damage the fidelity of the message exchange
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physical noise
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external noise that which exits in a situation outside the participants. loud, sneezing, etc
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internal noise
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that which exists in a person physically or psychologically. the tape one reapeats in their heads (sick, daydreaming)
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semantic noise
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occurs as a result of pecularities in the use of language. (using words people aren't too familiar with)
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systemic noise
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occurs as a failure in the total communication system. (system fails, not person)
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theories of leadership
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-Trait:inborn,natural tendency
a)charismatic:looking to do good for other people b)machivellian: just care about being famous, etc -style:manner a)autocratic:leader directed, most effective with a hevy sched and need a decision made quickly. b)democratic:leader-group interaction, raises group morale c)laissez faire:group directed, mature group thathas most of its resources -functional:group management a)task:gets the job done b)procedural:helps group operate by its own bilaws c)socail:cares about morale of group -situational:variable, leadershi of group shoudl change based on needs of group |
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leader
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person who is either appointed to lead the group or emerges within the group
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leadership
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is an influential process that is directed towards group goal completion
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characteristics of an effective leader
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-well informed and have more experience and skill with the task
- provide direction and structure to the group -is a skillful communicator -able to adopt leadership style to meet the needs of the group -inspire a clear mutual vision and empower members through cooperative teamwork. |
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role
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behaviors that an individual member displays in relation to the expectations of the group
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informal role
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characterized by behaviors that fulfill a function for the group
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formal role
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one assigned by the group and usually involves a title. a role that defines the authority hierarchy
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role conflict
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occurs when a person tries to play two or more roles that are contradictory
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role strain
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comes from not being able to fulfill a role
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Discussion techniques
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-brainstorming (list of ideas)
-nominal group technique (member's work silently but in eachother's presence) -buzz groups (large group slits into smaller groups, appoints a spokesperson) -quality circles (group from similiar area or who perform similiar tasks) -focus groups (unstructered interaction, no decision making authority) -teleconferencing (electronically mediated meeting) |
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delphi method
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same process done by mail
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TQM-total quality management
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quality circles are often resferred to as part of a TQM approach
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steps of problem solving
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-define
-diagnosis -formulating alternatives -deciding and implementing -evluating success |
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feedback
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helping another person to consider changing his behavior.Communiaction to a person which gives that person information about how he/she affects others.
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Feedback should focus on:
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-description rather than evaluation or judgement
-specific rather than general and on behaviors rather than the person -behavior which the reciever can do something about -being solicited, rahter than imposed -being well timed -focus on what is said rather than why it was said -description of behaviors which are in terms of "more or less" rahter than "either or" |
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four parts of "I" messages
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-a description of what I have seen and heard (observation)
-share what you thought or assumed you had about the decribed behavior -share the feelings experienced as a result of the observation and assumption -share what you wanted to do about the feeling or what behavior you contemplated |
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paraphrase
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listener puts into their own words what they heard
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nonverbal communication
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transmission of messages through means other than words. "silent message"
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modes of transmission of nonverbal commnication
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-environment (room color, temp, lighting, furniture)
-interpersonal distance |
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how to improve nonverbal communication
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-obtain feedback on your body language by asking others to comment upon the gestures and facial expressions that you use in conversations.
-learn to relax when communicating with others -use facial, hand, and body gestures to supplement your speech, but don't overdo it -avoid using the same nonverbal gesture indiscriminately -use role playing to practice various forms of nonverbal communication |
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body lagnuage symbols of job problems
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-stress
-lack of comprehension -hesitation -disagreement -fraud and deception |
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communication
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transfer of information through verbal and nonverbal messages
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meta communication
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communication within the communication (guilt messages)
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message
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idea or combination of ideas expressed to a reciever
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channel
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medium through which the message is sent. use of multiple channels is sometimes confusing
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feedback
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a specific response to the transaction of speaking/listening which serves the purpose of clarifying, correcting or controlling behavior or communication errors
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effective message sending
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-phrase message so it can be comprehended
-have credibility as a sender -ask for feedback on how message is actually recieved |
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message receiving skills
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-communicate intention of wanting to understand the ideas and feelings of sender without evaluating it
-understanding and interpreting sender's ideas and feelings by giving feedback |
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specific receiving skills
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-paraphrasing
-checking one's perception of sender's feelings -negotiating for meaning |
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active listening
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-sensing
-attending -understanding -remembering |
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listening problems
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-sensing:external noise, impairment of sensing
-attending:selective perception,poor attending habits understanding:inability to empathize, mental sets, prejudice etc -remembering:immediate loss of 25%to 50%. 75% to 80% loss after 24 hours |
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corrections
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-use time more effectively
-think ahead of the speaker -summarize what the speaker is saying -identify speaker's evidence -listen between the lines -be aware that listening is effected by emotions -try to avoid being distracted |
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major barrier of all communication
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to judge or critically evaluate the message they are recieving. this will cause the sender to become cautious and defensive
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other inhibitors of communication
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-noise is any source of distortion in message-sending and receiving, semantic, physical and systemic
-sending messages that try to control others -if sender is seen as being engaged in a stategy involving ambigous motives |
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effectors of inhibitors
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-defensive behaviors
-ego becomes involved -less objectivity |
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cooperative orientation
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increases communication; includes descriptive messages, problem orientatino, spontaneity, empathy, equality
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patterns of communicating among group members
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-relative frequency and length of communicating acts
-some people speak to those who they are trying to impress, want support from, expect opposition from -observe who triggers whom and in what ways |
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components of a group
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-3 or more people
-face to face interaction -mutual goals -awareness of interdependence -awareness of yours and others membership in groups |
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stage of a group
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-entry,contacting, introduction, orientation
-honeymoon, committing -conflict,doubting, evaluating -disengaging, renegotiating, re entry, termination |
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things to observe in a group
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-style of communication: active listening, level of participation
-level of comfort: physical, emotional, trust and openess -style of leadership -style of decision making |
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abraham maslow
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sum total of an individual's needs are arranged in a hierarchy with physical needs and the need for security at the base
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motivation
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peak experiences that help achieve self actualization
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johari window
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helpful model for looking at what kind of information we mean when we talk about feedback.
-free area:known to both ourselves and others -hidden area:known to us but we keep away from others -blind area:contains what is known and observed by others -unknown area: unconscious motivations |
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disclosure
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free decision on our part to share part of our hidden and intimate self with others
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task functions
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illustrate behaviors that are concerned with getting the job done,or accomplishing the task that the group has before them
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maintenance functions
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important to morale of group
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