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Principles and Perspectives > 1.12 Group Dynamics > Flashcards

1.12 Group Dynamics Flashcards

0
Q

A number of people gathered together intentionally or unintentionally or unintentionally

A

group

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1
Q

Why study groups?

A

1) understand human behavior and relationships
2) individual and interpersonal development happen within the context of different kinds of groups
3) Key to success or failure of societies, communities, nations
4) Cause peak performance or dysfunctional behaviors

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2
Q

2 or more individuals engaged in social interaction to achieve some goal

A

group

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3
Q

Kinds of groups

A 
artificial aggregations
unorganized aggregates
units with patterned relationships
structured social units
deliberately designed social units
less deliberately designed social units
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4
Q

The context of different factors affecting group members and their interaction and performance

A

Boundaries

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5
Q

Group Boundaries that are attributes of its members

A

Internal boundaries

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6
Q

Types of external boundaries

A 
Political environment
Economic situation
Social environment
Technology
Environment
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7
Q

Key elements of groups

A

Boundaries
Interaction
Performance
Membership

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8
Q

Size, profile, roles and relationship between members of the group

A

Membership

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9
Q

interpersonal leading to relationship pattern

Task/ action plan leading to performance pattern

A

Interactions

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10
Q

Factors that identify performance pattern

A

Goal and strategy definition
Decision making problem solving
Participation and communication

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11
Q

William Schutz’s three phases of group development

A

Inclusion
Control
Engagement

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12
Q

Making the person feel part of the group

A

Inclusion

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13
Q

Manage how people behave in groups

A

Control

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14
Q

Expectation that people will follow and commit to the group

A

Engagement

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15
Q

Bruce Tuckman’s five stages of team development

A 
Forming
Storming
Norming
Performing
Adjourning
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16
Q

Stage to group development wherein there is authoritarian styled leadership

A

Forming

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17
Q

Stage to group development wherein there is suspicion, fear, and anxiety about tasks ahead

A

Forming

18
Q

Stage to group development wherein there is often a dependency on a formal/ informal leader

A

Forming

19
Q

Stage to group development wherein there is competition and confusion on roles

A

storming

20
Q

Stage to group development wherein there is a leader who takes tight and reactive leadership style

A

Storming

21
Q

Stage to group development characterized by sub group polarization, confused roles and competition

A

Storming

22
Q

Stage in group development characterized by listening, establishing and maintenance of team norms

A

Norming

23
Q

Stage in group development with a casual leadership style

A

Norming

24
Q

Stage in group development characterized by high involvement and commitment

A

Performing

25
Q

Stage in group development characterized by high participation, shared leadership, an high productivity

A

performing

26
Q

Team acquaints and establishes ground rules

A

Forming

27
Q

Members start to communicate their feelings but still view themselves as individuals rather than parts of the team. Resistance and hostility follow

A

Storming

28
Q

People feel part of the team and realize that they can achieve worj if they accept other viewpoints

A

Norming

29
Q

The team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance

A

Performing

30
Q

The team conducts an assessment of the year and implements a pkan of transitioning roles and recognizing member’s contributions

A

Adjourning

31
Q

Feeling stronger in a group

A

Risky shift phenomenon

33
Q

Symptoms of group think

A 
illusion of invulnerability
conformity pressure
self censorship
illusion of unanimity
illusion of morality
rationalization
shared negative stereotypes
mind guards
34
Q

Components of Kurt Lewin’s Model

A

Unfreeze
Shift
Refreeze
Repeat

35
Q

Everyone is expected to agree with the most prevalent idea

A

Conformity pressure

36
Q

Keeping quiet in order to keep conflict from arising

A

Self-censorship

37
Q

Feeling that the whole group is in agreement

A

Illusion of unanimity

38
Q

Assuming that what the group is doing is the right thing to do

A

Illusion of morality

39
Q

Relationships of members with each other and the group’s different publics

A

Well being

40
Q

Capacity for individual growth and indication, giving room for the individual to grow and be one’s self

A

Well-being

41
Q

How things are done/ proceeding

A

Process

42
Q

act of mindful attention to what is going on to note a fact often using measurement

A

Observation

43
Q

An act of making judgments and conclusions based on what has been observed

A

Interference

44
Q

A careful, systematic examination of different or complex elements, facts, evidences and their interrelationship in order to derive information about the whole system

A

Analysis

Principles and Perspectives (16 decks)

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