Communications Test 2

Front 1

six provisions of relationships

Back 1

1. belonging and sense of reliable alliance
2. Emotional integration and stability
3. Opportunity to talk about yourself
4. opportunity to help others
5. provision of physical support
6. reassurance of worth and values

Front 2

social relationships

Back 2

the people in these relationships are interchangeable

Front 3

personal relationships

Back 3

relationships with specified and irreplaceable individuals

Front 4

Stuart Sigman

Back 4

considered how small talk can keep relationships going

Front 5

Relational continuity constructional units (rccu's)

Back 5

means of recognizing and recording the fact that the relationship is still continuing even when the partners are not face to face and may be apart from each other.

Front 6

perspective units

Back 6

provide recognition that an absence is about to begin

Front 7

introspective units

Back 7

direct indications of a relationships existence during the physical absence of one partner

Front 8

retrospective units

Back 8

directly signals the end of an absence

Front 9

relating

Back 9

talking and conducting a relationship

Front 10

relationship filtering model

Back 10

suggests that people pay attention to a number of different cues used in sequence as they try to form an impression of another person's underlying thought structure

Front 11

serial construction of meaning

Back 11

deals with how two individuals come to understand and appreciate one another through talk, which reveals their shared experiences and leads to a larger understanding that they use the same frameworks of meaning

Front 12

Steps to serial construction of meaning

Back 12

1. two people have had the same experience, but don't know it.
2. do they evaluate the experience the same way (equivalence of evaluation)?
3. realizing how another person's mind works, that is similar to yours

Front 13

intrapsychic process

Back 13

an individual reflects on the strengths and weaknesses of a relationship and begins to consider the possibility of ending it

Front 14

dyadic process

Back 14

confronting the partner and openly discussing a problem wit the relationship

Front 15

social process

Back 15

the person tells the other people in his or her network about the relationship problem, seeking either their help to keep the relationship going or their support for his or her version of why it has to come apart

Front 16

grave dressing process

Back 16

involves creating the story of why a relationship died and erecting a metaphorical tombstone that summarizes its main points from birth to death

Front 17

resurrection process

Back 17

deals with the ways people prepare themselves for new relationships after ending an old one

Front 18

autonomy-connectedness

Back 18

experience the tension b/t autonomy and connectedness and must make choices about how to handle it

Front 19

openness-privacy

Back 19

you want to share everything with your partner, but also want some privacy

Front 20

socialization

Back 20

teaching someone about the nature of society and the world

Front 21

Rules

Back 21

social riles and norms that monitors the way in which life should be carried out

Front 22

nuclear family

Back 22

the parents and their children. also is a small family subgroup within a larger family conceptual group.

Front 23

extended family

Back 23

Includes aunts, uncles, in-laws, and many other relatives

Front 24

family of origin

Back 24

the parents you were born to

Front 25

family of descent

Back 25

the clan or historical family tree that you branch from

Front 26

family of generativity

Back 26

the one you may start for yourself

Front 27

family of choice

Back 27

the group of people that you decide is your true family. also can be though adoption. -no genetic connection-

Front 28

blended families

Back 28

when parents adopt non genetic offspring, divorce, or remarry other partners

Front 29

binuclear family

Back 29

two families based on the nuclear form

Front 30

single parent families

Back 30

families with only one parent. Can happen by choice, preference, or an unwanted outcome.

Front 31

systems theory

Back 31

something made up of parts but operating as a whole system that can achieve functions that individuals alone cannot and that also creates an environment in which those individuals must exist.

Front 32

cybernetics

Back 32

the study of systems

Front 33

Von Bertalanffy (1950)

Back 33

person to suggest the systems theory

Front 34

genogram

Back 34

the basic family tree structure is embellished with various emotional and historical information that helps both the person and someone else make more sense of the communication that is going on in the family or in the individual than the family structure does alone

Front 35

conformity orientation

Back 35

the degree to which family communication stresses a climate of homogeneity of attitudes, values, and beliefs

Front 36

conversation orientation

Back 36

the degree to which families create a climate in which all family members are encouraged to participate in unrestrained interaction about a wide array of topics`

Front 37

protective families

Back 37

high in conformity and low in conversation

Front 38

pluralistic families

Back 38

high in conversation and low in conformity

Front 39

consensual families

Back 39

high in conformity and conversation

Front 40

laissez-faire families

Back 40

low in both conformity and conversation

Front 41

mutually interdependent

Back 41

the performance of one influences the success of the total system

Front 42

peer culture

Back 42

connection with other groups that can influence the way in which family life is experienced

Front 43

discourse dependency

Back 43

A way in which families frame and represent themselves to one another and to the outside world though their communication

Front 44

norms

Back 44

the habitual rules for conducting any family activity

Front 45

rituals

Back 45

particularly formalized ways for handling routines

Front 46

authority structure

Back 46

someone who makes executive decisions

Front 47

bidirectionally hypothesis

Back 47

power can work in two directions: parents can control or influence their kids, but power also goes the other way and sometimes kids can control their parents

Front 48

tamara Afifi

Back 48

discovered that children experienced considerable tension in dealing with communication with their custodial parents on the one hand and their noncustodial parents on the other

Front 49

Sandra Petronio

Back 49

Said that all families must negotiate quite frequently about privacy and its violation

Front 50

boundary management

Back 50

managing your boundaries with your family

Front 51

privacy management

Back 51

managing your boundaries with your family members

Front 52

family storytelling

Back 52

telling family members stories about their family. helps build a sense of family identity.

Front 53

family identity

Back 53

individual's connection to the world and image of self

Front 54

family narratives

Back 54

indicting a family's sense of what it is like in general but also in indicating how it deals with difficult and traumatic experiences

Front 55

long distance relationships

Back 55

Long distances that come b/t individuals. Happens in families when their children move out or go to school

Front 56

kin keeping

Back 56

Acting as a reservoir for information about members of the family, and they pass the information to the other members of the network

Front 57

introspective units

Back 57

reminders given my the NRPs to their children

Front 58

prospective units

Back 58

Planning future meetings or laying out ideas for future behavior to show interest

Front 59

common purpose

Back 59

when a group share a goal or common objective

Front 60

formal groups

Back 60

tasked oriented, general management, formally structured

Front 61

advisory group

Back 61

task specific, intention of producing an outcome that is focused

Front 62

Creative Group

Back 62

evaluation of concepts or creation of new products or approaches to complex problems

Front 63

Support group

Back 63

advising, comforting, and raising information about specific issues

Front 64

networking group

Back 64

obtaining, building, or sustaining relationships for a purpose

Front 65

Tuckman's five stages of group development

Back 65

1. forming
2. storming
3. norming
4. performing
5. adjourning

Front 66

Fisher's model of group progression

Back 66

1. orientation- get to know one another
2. conflict- group argues about the possible ways to approach a problem and find solutions
3. Emergence- when some daylight of consensus begins to dawn on the argument and reach an agreement
4. reinforcement- the group recognizes that they are coming to an agreement and explicitly consolidates the consensus to complete the task

Front 67

Primary groups

Back 67

groups that share close personal relationships

Front 68

secondary groups

Back 68

those that represent casual and more distant social relationships

Front 69

interdependence

Back 69

everyone relies on everyone else to do his or her part of the job well, and the team cannot function properly if they don't work interdependently `

Front 70

group norms

Back 70

established status relationships, values, and sanctions

Front 71

group sanctions

Back 71

punishments for stepping out of line, speaking out of turn, or failing to accept the ruling of the chair or leader.

Front 72

group culture

Back 72

expectations of the groups' members

Front 73

Leadership

Back 73

formal position where a specific person has power over the others in the group

Front 74

formal power

Back 74

groups designated leader

Front 75

informal power

Back 75

based on liking, relationships, and communication competence rather than formality

Front 76

task leader

Back 76

stresses the activity of the group and keeps members on topic

Front 77

socioemotional leaders

Back 77

pays attention to how everyone feels in the group, ensuring that all members feel comfortable with what happens in the decision making process, get their turn, and are happy with the outcome

Front 78

promotive communication

Back 78

helps a decision making group achieve its goals by specifying what they are

Front 79

disruptive communication

Back 79

diverts the group from its goals and takes it down side alleys

Front 80

counteractive communication

Back 80

gets the group back on track by reminding its members of its purpose

Front 81

group history

Back 81

a sense of collectivity, and common origin

Front 82

group future

Back 82

indicates that the members of a group feel they will still be connected and committed in the future

Front 83

groupthink

Back 83

when members place a higher priority to keeping the process running smoothly rather than voicing their opinion

Front 84

hierarchy

Back 84

system with people who command and people who obey

Front 85

organizations as machines

Back 85

organizations as standardized by repetition, specialization, or predictability

Front 86

organization as cultures

Back 86

shared meaning and the notion of sharing presupposes relationships b/t people

Front 87

organization as instruments of domination

Back 87

shape and control not only the workers' behavior but even their thought and ideologies

Front 88

vocational anticipatory socialization

Back 88

the preparation for becoming a worker in the form of socialization that takes place in a child's early life though family interaction and through exposure to the media

Front 89

continuation of identity

Back 89

imports your normal practices of everyday talk into the workplace

Front 90

working identity

Back 90

identity you have while you are working/at your job

Front 91

professional face

Back 91

face you put on to fit in with culture that is appropriate at your workplace

Front 92

instrumental goals

Back 92

goals at work and the achievement of organizational objectives

Front 93

relational goals

Back 93

goals that involve intimacy and support

Front 94

Essential function of talk

Back 94

to front and center your conversations outside the workplace

Front 95

Gidden's Structuration Theory

Back 95

points to the regularities of human relationships that act as rules and resources drawn on to enable or constrain social interaction.

Front 96

duality of structure

Back 96

two different ways of creating the same eventual outcome

Front 97

sedimentation

Back 97

laid down into the organization by the workers' talk and everyday relational practices. The repetitive talk and conversation of the workplace usually drop to the bottom like sediment in a river.

Front 98

structurational approach

Back 98

serves to create those structures that we see as organizations. Offer a social constructivist and critical approach looking at how people enact and enable or contain future interactions through talk.

Front 99

interaction order

Back 99

the workplace is understood within a particular sequence and structure for behavior that is particular to the place where it is done

Front 100

industrial time

Back 100

the time a person is actually counted as being at work therefore is paid for doing such work

Front 101

information peer relationships

Back 101

low on personal self disclosure, but information about the task is freely and openly discussed

Front 102

collegial peer relationships

Back 102

individuals at work regard one another as friends and act in all respects in ways indistinguishable from friends outside the workplace; that is, they self-disclose and joke around and arrange to meet outside the workplace for social events

Front 103

special peer relationships

Back 103

characterized by very high openness, self-disclosure, and intimacy

Front 104

civic engagement

Back 104

participating in community development, addressing social concerns, and combating injustices

Front 105

misconception of civic engagement

Back 105

1. social and political struggles are concerns of the past and are no longer relevant
2. participation in such activities is limited to only a few people and does not involve "ordinary" citizens
3. Civic engagement only surrounds major issues of national or international importance
4. civic engagement only involves radical actions or activities such as riots or protest

Front 106

benefits of civic engagement

Back 106

1. social change
2. social reinforcement
3. justice
4. personal growth
5. intellectual growth

Front 107

attitudes

Back 107

learn predispositions to evaluate something in a positive or negative way that guide thinking and behavior

Front 108

beliefs

Back 108

what people hold to be true or false, are from like attitudes through your direct experience, as well as through media, public and person relationships, and cultural views of the world

Front 109

given belief

Back 109

the majority of people in the audience will hold the same perspective of either true or false

Front 110

values

Back 110

Deeply held and enduring judgments of significance or importance that often provide the basis for both beliefs and attitudes

Front 111

speeches to convince

Back 111

delivered in an attempt to impact the audience thinking. they encompass a primary claim, essentially, what you are trying to convince your audience to believe

Front 112

claim of policy

Back 112

maintains that a course of action should or shouldn't be taken

Front 113

claim of value

Back 113

maintains that something is good or bad, beneficial or detrimental, or another evaluative criterion

Front 114

claim of fact

Back 114

maintains that something is true or false

Front 115

claim of conjecture

Back 115

something is determined to be true or false, contends what will be true or false in the future

Front 116

speeches to actuate

Back 116

delivered in an attempt to impact audience behavior. you may want members of your audience to join, your cause, volunteer with a charitable organization, etc

Front 117

reinforcing an existing behavior

Back 117

desire to strengthen audience members' conviction about performing a behavior or continuing to

Front 118

altering an existing behavior

Back 118

modify an existing behavior, rather than to stop performing it or do a new one

Front 119

ceasing an existing behavior

Back 119

telling the audience not to do something

Front 120

avoiding a future behavior

Back 120

attempting to impact an audience in this manner, encouraging your audience to avoid doing something

Front 121

ethos

Back 121

involves the use of speaker credibility to impact an audience

Front 122

pathos

Back 122

involves the use of emotional appeals to impact an audience

Front 123

logos

Back 123

involves the use of logic or reasoning to impact an audience

Front 124

inductive reasoning

Back 124

deriving a general conclusion based on specific evidence, examples, or instances

Front 125

deductive reasoning

Back 125

using general conclusions, premises, or principles, to reach a conclusion about specific example or instance

Front 126

syllogism

Back 126

form of argumentation consisting of a major premise, a minor premise, and a conclusion

Front 127

major premise

Back 127

statement or conclusion of general nature

Front 128

minor premise

Back 128

more specific statement about a particular instance or example

Front 129

conclusion

Back 129

the logical connection b/t the major and minor premises

Front 130

enthymeme

Back 130

Syllogism that excludes one or two of the three components of syllogism

Front 131

social judgment theory

Back 131

explains how people may respond to a range of positions surrounding a particular topic or issue

Front 132

latitude of acceptance

Back 132

the range of position that the audience deems acceptable

Front 133

anchor position

Back 133

represents the preferred or most acceptable position

Front 134

latitude of rejection

Back 134

those positions that the audience deems unacceptable

Front 135

latitude of noncommitment

Back 135

positions that the audience neither wholly accepts nor wholly reject

Front 136

assimilation effect

Back 136

maintains that if someone advocates a position within your latitude of acceptance, you will view it as closer to your anchor position than it really is

Front 137

contrast effect

Back 137

maintains that if someone advocates a position within your latitude of rejects, you will view it as farther from your anchor position than it really is

Front 138

foot in the door technique

Back 138

making a small request and then following up with a second, larger request

Front 139

self perception theory

Back 139

people come to understand their attitudes, beliefs, and values through their actions

Front 140

cognitive dissonance theory

Back 140

people prefer their actions to be consistent with their attitudes, beliefs, and values because inconsistency elicits negative feelings

Front 141

door in the face technique

Back 141

involves making a request so large that it will be turned down and then following up with a second, smaller request

Front 142

perceptual contrast effect

Back 142

maintains that people generally comply with the second request b/c compared to the initial request it appears much smaller

Front 143

reciprocal concessions

Back 143

maintains that people generally comply with the second request b/c they feel since the person making the request is willing to concede something, they themselves should match the concession and also be willing to concede something

Front 144

self presentation

Back 144

maintains that people are concerned that other people may view them in a negative light and that complying with the second request might prevent or decrease those negative perceptions

Front 145

pregiving technique

Back 145

maintains that when a person is given something or offered favors by someone else, that person is more likely to comply with subsequent request

Front 146

extended parallel process

Back 146

explains the process of fear appeals

Front 147

perceived threat

Back 147

the extent to which a person believes that he or she is susceptible to the treat and the severity of the the threat

Front 148

perceived efficacy

Back 148

the extent to which a person believes a recommended course of action will work and whether he or she is capable of performing the recommended action

Front 149

compliance gaining

Back 149

interpersonal attempts at influence, especially attempts to influence someone's behavior

Front 150

identity goals

Back 150

recognize that people desire to act in accordance with the personal and relational identities they attempt to transact and/or the personal and relational identities most appropriate in a given situation

Front 151

interaction goals

Back 151

recognize the desire to act appropriately when attempting to gain compliance

Front 152

resource goals

Back 152

recognize the desire to maintain relational resources

Front 153

arousal goals

Back 153

recognize the desire to keep arousal at an acceptable level

Front 154

rewarding activities

Back 154

seek compliance through positivity

Front 155

punishing activities

Back 155

seek compliance through negativity

Front 156

expertise activities

Back 156

seek compliance through perceptions of credibility or wisdom

Front 157

activation of impersonal commitments

Back 157

seek compliance through the manipulation of internal feelings of obligation and appropriate behavior.

Front 158

activation of personal commitments

Back 158

seek compliance through appealing to obligations of others

Front 159

dominance

Back 159

Contextual influence of compliance gaining based on power dimensions within a relationship

Front 160

intimacy

Back 160

Contextual influence of compliance gaining based on the relational connection among interactants

Front 161

resistance

Back 161

Contextual influence of compliance gaining based on anticipated opposition

Front 162

relational consequence

Back 162

Contextual influence of compliance gaining based on the perceived effects a compliance gaining strategy might have on a relationship

Front 163

personal benefit

Back 163

Contextual influence of compliance gaining based on potential personal gain

Front 164

rights

Back 164

Contextual influence of compliance gaining based on the degree to which the desired outcome seems justified

Front 165

apprehension

Back 165

Contextual influence of compliance gaining based on anxiety resulting from the circumstances