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57 Cards in this Set
- Front
- Back
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Group Climate
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Emotional Environment of a group affected by interaction among members
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Defensive Climate
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Counterproductive climate; members spend time being defensive
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Supportive Climate
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Productive climate; key lies in how we communicate
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Evaluation
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"You" language that focuses on worth of people and their ideas; leads to defensiveness
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Description
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"I" language that describes speaker's thoughts about others; leads to cohesiveness
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Control
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"I know what's good for you" attitude
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Problem Orientation
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Genuinely striving towards a solution
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Strategy
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Suggests manipulation, pre-planned communication, places self before the group
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Spontaneity
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Not having hidden agendas/motivation, immediately and honestly responding to situations
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Neutrality
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Detached, uncaring attitude, leads to group defensiveness
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Empathy
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Showing involvement and concern for group task and members
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Superiority
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Pointing out greater knowledge, experience, attributes to others; leads to defensiveness
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Equality
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Willingness to enter into participatory planning with mutual trust and respect
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Certainty
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Dogmatically having all the answers, defensive, intolerant of the wrong and interested only in winning arguments
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Provisionalism
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Openness to new information, flexibility in positions you take
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Confirming Responses
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Responses that cause people to value themselves more
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List the 5 Confirming Responses (SCADE)
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Direct Acknowledgement
Speaker acknowledges another’s communication and reacts to it directly and verbally Agreement about content Speaker reinforces information expressed by another Supportive response Speaker expresses understanding of another or tries to reassure/make them feel better Clarifying response Speaker tries to clarify another’s message or feelings by requesting more information, encouraging them to say more, or repeating what the other said and asking for confirmation Expression of positive feeling Speaker relates to another with own positive feelings: “Okay, now I understand what you mean” |
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Disconfirming responses
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Responses that cause people to value themselves less
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List the 7 Disconfirming Responses (6 I's and T)
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Impervious Response
One speaker fails to acknowledge another speaker’s communicative attempt Interrupting Response One speaker cuts another speaker short or begins while the other is still speaking Irrelevant Response One speaker disregards the conversation by changing topics, etc. Tangential Response Speaker acknowledges another’s communication by immediately switches to another tangent Impersonal Response Speaker conducts a monologue, heavy euphemisms/clichés, generalized “you” statements Incoherent Response Speaker responds with incomplete sentences, rambles, “you know” or “I mean” Incongruous Response Speaker shows inconsistency with nonverbal behavior; e.g. “Who’s angry? I’M NOT ANGRY!” |
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Group Cohesiveness
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Degree of "groupness" and loyalty members feel towards one another and the group
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Communication Network
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Pattern of interaction within a group, who talks with whom
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Bypassing
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When same word means different things
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Allness
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Simple but untrue generalizations
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Fact-inference confusion
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Mistaking a conclusion you have drawn for an observation
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2 Barriers to Effective Listening
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1. Prejudging the Communicator/Communication--Tuning out people because you dislike them
2. Rehearsing a Response--Rehearsing what you will say when the other person stops speaking |
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6 Step Guide to Active Listening (SLLAPP)
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1. Stop--Put your own thoughts aside.
2. Look--Match nonverbal with verbal 3. Listen--Be empathetic 4. Ask--Clarify 5. Paraphrase content 6. Paraphrase emotions |
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Nonverbal communication
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Behavior that does NOT rely on written/spoken words
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Emblems
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Movements and gestures that replace spoken messages
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Illustrators
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Nonverbal behaviors that add meaning to accompany verbal communication
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Affect Displays
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Expressions of Feeling
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Regulators
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Nonverbal behaviors that control the flow of communication within a group
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Adaptors
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Nonverbal acts that satisfy personal needs and help group members adapt to their environment
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Paralanguage
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The way you say something (pitch, rate, volume, quality of voice)
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Proxemics
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Study of how the use of our space affects relationships with others
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Territoriality
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Refers to how animals stake out and defend given areas
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Small Group Ecology
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Examines consistent ways people arrange themselves in groups
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Leadership
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Influences, Guides, Directs, and Controls a group
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Trait Perspective
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Non-useful view of leadership as personal attributes or qualities a leader posseses
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Functional Perspective
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Behaviors any group member can perform to maximize effectiveness
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Task Leadership
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Behaviors aimed specifically at accomplishing a goal
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List the 4 Task Leadership behaviors (ICES)
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Initiating--Proposing change in group's deliberations
Coordinating--Contributions of each member towards common goal Elaborating--Helping to visualize good ideas Summarizing--Reduce uncertainty by showing discussion progress and what remains to be accomplished |
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Process Leadership
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Behaviors that maintain a satisfactory interpersonal climate within a group
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List the 4 Process Leadership behaviors (GREM)
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Gatekeeping--Coordinates discussion so members can air their views
Releasing Tension--Renew group's energy with breaks Encouraging--Increases self-esteem Mediating--Resolving conflict and associated tension |
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Situational Perspective
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Views leadership as the interaction among group needs/goals, leadership style, and the situation
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Leadership Style
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Consistent pattern of behavior reflecting a leader's beliefs and attitudes
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List the 3 Leadership Styles (ADL)
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Authoritarian--Assume position of authority, gives orders and makes decisions alone
Democratic--Involve members in decision-making Laisezz-faire--Group directs itself, avoid dominating |
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David Korten's Model of Leadership
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Model that proposes conditions cause a group to be centralized and Authoritarian, but as conditions change, groups move towards Democratic, participative leadership.
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Paul Hersey's Model of Leadership (4 Styles)
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Model that proposes the readiness of the group is the situational variable: Telling Style, Selling Style, Participating Style, and Delegating Style
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Individualized Consideration (Transformational Leadership)
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Degree to which leader acts as mentor or coach to followers, is empathetic
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Intellectual Stimulation (Transformational Leadership)
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Degree to which leader challenges assumptions and takes risks and solicits followers' ideas
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Inspirational Motivation (Transformational Leadership)
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Degree to which a leader gives a vision that is appealing to followers
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Idealized Influence (Transformational Leadership)
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Degree to which a leader provides a role model for high ethical behavior, pride, and respect and trust
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Building Shared Vision
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Encouraging members to express their visions of group goals working towards a common, positive view
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Surfacing and challenging mental models
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Identifying and challenging assumptions without creating defensiveness
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Systems thinking
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Requires leaders to look beyond day-to-day operations to find underlying themes, forces of change, and interrelationships
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The 5 Problems with Criticism
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1. Afraid to criticize 2. Never stopping 3. Don't know words to use 4. Don't understand rights 5. Not accompanied with solutions
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4 Steps of Argumentation
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1) Frame the argument 2) State what you want accepted 3) Attack other positions 4) Manage interpersonal relations
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