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Comm small group > exam 2 > Flashcards

exam 2 Flashcards

WIN

1
Q

informal role

A

emerges from the group transactions, and it emphasizes functions, not positions.

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2
Q

Task roles

A

move the group toward the attainment of its goals.

(Initiator-Contributor. Information Seeker. Information Giver. Opinion Seeker. Clarifier-Elaborator. Coordinator. Secretary-Recorder. Facilitator. Devil’s Advocate.)

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3
Q

Initiator-Contributor.

A

This person starts the ball rolling by offering lots of ideas and suggestions. Trying to come up with an idea for a group project in class requires an initiator.

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4
Q

Information Seeker.

A

The information seeker solicits research, experiences of group members, and any supporting materials to bolster ideas once they have been initiated.

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5
Q

Information Giver.

A

When a group member seeks information and receives that information from another member, the group advances in its knowledge on a subject under discussion, as long as the information is relevant and credible.

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6
Q

Opinion Seeker.

A

The opinion seeker helps the group determine where agreement and perhaps disagreement exist.

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7
Q

Clarifier-Elaborator.

A

A group member playing this role explains, expands, and extends the ideas of others and provides examples and alternatives that piggyback on the ideas of others.

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8
Q

Coordinator.

A

The coordinator encourages teamwork and cooperation among group members.

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9
Q

Secretary-Recorder.

A

This role serves a group memory function. The secretary recorder takes minutes of meetings, prepares reports for further discussion and decision making, and reminds members of past actions that may have been forgotten as time passes.

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10
Q

Facilitator.

A

A group member playing this role keeps participants on track, guides discussion, reminds the group of the primary goal that informs the discussion, and regulates group activities.

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11
Q

Devil’s Advocate.

A

A devil’s advocate gently challenges a prevailing point of view for the sake of argument to test and critically evaluate the strength of ideas, solutions, or decisions.

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12
Q

Maintenance roles

A

focus on the social dimension of the group. The central communicative function of maintenance roles is to gain and maintain the cohesiveness of the group.

(Supporter-Encourager. Harmonizer–Tension Reliever. Gatekeeper-Expediter.)

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13
Q

Supporter-Encourager.

A

role bolsters the spirits and goodwill of the group, provides warmth, praise, and acceptance of others, and invites reticent members into the discussion.

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14
Q

Harmonizer–Tension Reliever

A

a harmonizer-tension-reliever can call for a brief break to calm anger

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15
Q

Gatekeeper-Expediter.

A

role controls channels of communication and flow of information, regulating the degree of openness within the group system.

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16
Q

Disruptive roles/Self centered

A

serve individual needs or goals (Me-oriented) while impeding attainment of group goals. “difficult group member” or “bad apple.”

(Stage-hog. Isolate. Clown. Blocker. Fighter-Controller. Zealot. Cynic.)

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17
Q

Stage-hog.

A

seeks recognition and attention by monopolizing the conversation and preventing others from expressing their opinions fully.

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18
Q

Isolate.

A

He or she acts indifferent, aloof, uninvolved, and resists efforts to be included in group decision making.

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19
Q

Clown.

A

The clown engages in horseplay, thrives on practical jokes and comic routines, diverts members’ attention away from serious discussion of ideas and issues, and steps beyond the boundaries of mere tension reliever.

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20
Q

Blocker.

A

The purpose is to prevent the group from taking action, especially action the blocker finds objectionable.

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21
Q

Fighter-Controller.

A

A fighter-controller tries to dominate group discussion, competes with members, picks quarrels, interrupts to interject his or her own opinions into discussion, and makes negative remarks to members

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22
Q

Zealot.

A

role he or she tries to convert members to a pet cause or idea, delivers sermons to the group on the state of the world, and often becomes obsessively political in remarks

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23
Q

Cynic.

A

A cynic displays a sour outlook, engages in faultfinding, focuses on negatives, and predicts group failure

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24
Q

Role status

A

Role Flexibility and Role Fixation

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25
Q

Role Flexibility

A

“the capacity to recognize the current requirements of the group and then enact the role-specific behaviors most appropriate in the given context

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26
Q

Role fixation

A

the acting out of a specific role and that role alone no matter what the situation might require

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27
Q

Group socialization

A

The communication process in which new and established group members adjust to one another

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28
Q

newcomers can employ several strategies to improve their chances of gaining acceptance from a group

A

Conduct a thorough reconnaissance of the group. Play the role of newcomer. Embrace your new group; distance yourself from previous groups. Seek mentors within the group. Collaborate with other newcomers.

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29
Q

There are several strategies that established members of groups can employ to make the role of newcomer less challenging and intimidating

A

Welcome new members into the group. Orient new members. Mentor newcomers.

30
Q

Leadership

A

implies change because influence inherently means change

31
Q

Transformational leadership

A

Leaders that bring change about, get things done, make things happen, inspire, motivate

32
Q

Transactional leadership

A

exercises positional influence (supervisor–subordinate relationship). Described similar to management. promotes compliance. Rewards/punishment to keep followers in check

33
Q

Charismatic leaders

A

are visionary, decisive, inspirational, and self-sacrificing

34
Q

Leadership Styles

A

Autocratic style. Democratic style. Laissez Fair style

35
Q

Autocratic style

A

doesn’t care about the social dimension. only production

36
Q

Democratic style

A

What’s everyone to have a say. High social / relationship priority

37
Q

Laissez Fair style

A

Doesn’t want to make any decision

38
Q

Situation perspective

A

leaders can learn different styles (Telling style, Selling style, Participation style)

39
Q

Telling style

A

high task, low relationship (social)

40
Q

Selling style

A

High task / social

41
Q

Participation style

A

low task high relationship

42
Q

Situational model of leadership

A
  1. The amount of guidance and direction (task emphasis) a leader provides
  2. The amount of relationship support (socio-emotional emphasis) a leader provides
  3. The readiness level in performing a specific task, function, or objective that followers demonstrate
43
Q

Four C’s of developing team goals

A

Clear goals
Cooperative
Challenging
Commitment

44
Q

Clear goals

A

everyone on the same page

45
Q

Cooperative

A

working as a team, get rid of that individuality

46
Q

Challenging

A

no easy making it interesting

47
Q

Commitment

A

everyone has a say together all have one goal

48
Q

Strategies for developing team identity

A

Fantasy theme , Creating Solidarity Symbols , Using Team talk

49
Q

Fantasy theme

A

seeks to understand how shared realities within a group shape the way people think and act, to understand why certain groups feel they way they do.

50
Q

Creating Solidarity Symbols

A

Used to unify a team nonverbally. A team name, a logo, and uniforms are all examples of solidarity symbols.

51
Q

Using Team talk

A

Teams establish an identity when they speak in terms of “We” “our”

52
Q

Four dimensions of Empowerment

A

Group potency, Meaningfulness, Autonomy, Impact

53
Q

Group potency

A

shared belief among team members that they can be effective as a team

54
Q

Meaningfulness

A

a team’s perception that its tasks are important, valuable, and worthwhile

55
Q

Autonomy

A

the degree to which team members experience substantial freedom, independence, and discretion in their work

56
Q

Impact

A

the degree of significance given by those outside of the team, typically the team’s organization, to the work produced by the team

57
Q

Impediments to Team empowerments

A

organizations can sabotage their own teams,

not everyone embraces empowered teams,

when participation in decision making is a sham,
empowerment is thwarted,

when rewards are distributed based on individual effort or ability, not team success, empowerment is impeded.

ad hoc teams

58
Q

ad hoc teams

A

—teams that are assembled to solve an immediate problem, then dissolved once the solution has been implemented— are sufficient.

59
Q

Information Overload

A

occurs when the rate of information flow into a system and/or the complexity of that information exceed the system’s processing capacity

60
Q

Information overload effects on group decisions

A

Critical thinking Impairment, Indecisiveness,

Inattention

61
Q

Critical thinking Impairment

A

A glut of information makes it very difficult to distinguish useless from useful information

62
Q

Cope with information overload

A 
Screening Information
Shutting Off Technology 
Specializing
Becoming Selective
Limiting the Search
Narrowing the Search
63
Q

Confirmation bias

A

is our strong tendency to seek and attend to information that confirms our beliefs and attitudes and to ignore information that contradicts our currently held beliefs and attitudes.

64
Q

False dichotomy

A

is the tendency to view the world in terms of only two opposing possibilities when other possibilities are available, and to describe this dichotomy in the language of extremes.

65
Q

rationalization of disconfirmation

A

—the invention of superficial, even glib alternative explanations for information that contradicts a belief.

66
Q

Group polarization

A

is the group tendency to make a decision after discussion that is more extreme, either riskier or more cautious, than the initial preferences of group members.

67
Q

Persuasive Arguments

A

(informational influence).

68
Q

Groupthink

A

as a mode of thinking that people engage in when they are deeply involved in a cohesive in group

69
Q

Groupthink

A

as a mode of thinking that people engage in when they are deeply involved in a cohesive ingroup

70
Q

Groupthink symptoms

A

Overestimation of the Group’s Power and Morality: Arrogance

Closed-Mindedness: Clinging to Assumptions

Pressures toward Uniformity: Presenting a United Front

Comm small group (3 decks)

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