Public Speaking Final Flashcards
(130 cards)
1
Q
Components of Listening Process
A
Selecting Attenting Understanding Remembering Responding
2
Q
Selecting
A
To focus on one sound as you sort through various sounds competing for your attention
3
Q
Attending
A
To maintain a sustained focus on a particular message
4
Q
Understanding
A
To assign meaning to messages
5
Q
Remembering
A
To recall information
6
Q
Responding
A
To confirm your understanding of a message
7
Q
Listening Styles
A
Relational
Analytical
Critical
Task-Oriented
8
Q
Relational
A
To prefer to focus on the emotions and feelings communicated by others verbally and nonverbally
9
Q
Analytical
A
To withhold judgment, listen to all sides of an issue, and wait until the facts are mentioned before reaching a conclusion
10
Q
Critical
A
To prefer to listen for the facts and evidence to support key ideas and an underlying logic and to also listen for errors, inconsistencies, and discrepancies
11
Q
Task-Oriented
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To look at the overall structure of the message to see what action needs to be taken and prefer efficient, clear, and brief messages
12
Q
Listening Barriers
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Self-Focus Emotional Noise Criticism Processing Rate Receiver Apprehension Shifting Attention Cultural Differences Barriers of Time Barriers of Place
13
Q
Self-Focus
A
Focusing on internal messages and being unable to select and attend to the other person’s message
14
Q
Emotional Noise
A
A form of communication noise caused by emotional arousal
15
Q
Criticism
A
Paying too much attention to a person’s appearance and speech characteristics rather than their message
16
Q
Processing Rate
A
When the brain processes words faster than the speaker is saying them, leaving empty periods of time for the mind to wander
17
Q
Receiver Apprehension
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The fear of misunderstanding or misinterpreting the messages spoken by others or of not being able to adjust psychologically to messages expressed by others
18
Q
Shifting Attention
A
Attempting to listen while doing other things
19
Q
Cultural Differences
A
Meanings and deliveries of words are different among different cultures
20
Q
Barriers of Time
A
The sharpness of the mind changes throughout the day
21
Q
Barriers of Place
A
Being unable to focus and listen on account of a distracting environment
22
Q
Process of Improving Listening Skills
A
Stop
Look
Listen
23
Q
Meta-Communication
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Communication about communication
24
Q
How Men Communicate
A
More instrumental
Characterized by assertiveness and getting things done
More emphasis on the content of the messages and the information being exchanged
More attention given to the verbal elements
25
How Women Communicate
Use communication for the purpose of relating and connecting to others
More expressive
More emphasis on the relational elements of the message
More attention given to nonverbal elements
26
Discrimination
The unfair or inappropriate treatment of people based on their group membership
27
Culture
A learned system of knowledge, behavior, attitudes, beliefs, values, and norms that is shared by a group of people and shaped from one generation to the next
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Co-Culture
A culture that exists within a larger cultural context
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Intercultural Communication
Communication between people who have different cultural traditions
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Culture Shock
Feelings of confusion, loss, stress, and anxiety that a person may experience when encountering a culture different from his or her own
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Worldview
A perspective shared by a culture or group of people about key beliefs and issues, such as death, God, and the meaning of life, that influences interactions with others
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Globalization
The integration of economics and technology that is contributing to a worldwide, interconnected business environment
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Ethnocentrism
The belief that one's own cultural traditions and assumptions are superior to those of others
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Individualism
A culture that values individual achievement and personal accomplishments
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Collectivism
A culture that places a high value on collaboration, teamwork, and group achievement
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Centralized Approach to Power
Values having power in the hands of a smaller number of people
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Decentralized Approach to Power
Favors more equality and a more even distribution of power in government and organizations
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Long-Term Orientation
Tend to be future oriented and value perseverance and thrift
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Short-Term Orientation
Tend to value the past and present, respecting tradition, preserving face, and fulfilling social obligations
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Barriers that Separate Us from OThers
Assuming Superiority
Assuming Similarity
Assuming Differences
Stereotyping and Prejudice
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How We Can Adapt to Others
```
Aim for intercultural communication competence
Seek information
Ask questions and listen
Tolerate ambiguity
Develop mindfulness
Become other-oriented
Ethically adapt to others
```
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Interpersonal Communication
Communication that occurs between two people who simultaneously attempt to mutually influence each other, for the purpose of managing relationships
43
Impersonal Communication
Communication that treats people as objects or that responds only to their roles rather than to who they are as unique people
44
Matching Hypothesis
The theory that one tends to seek out individuals who represent the same level of physical attractiveness as oneself
45
Properties of Self-Disclosure
Reciprocity
Appropriateness
Risk
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Social Penetration Model
A model of self-disclosure that asserts that in both the breadth and depth of information shared with another person increase as the relationship develops
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Johari Window
A model that explains how self-disclosure varies from relationship to relationship; the model reflects various stages of relational development, degrees of self-awareness, and others' perceptions
48
Relational Escalation
```
Pre-Interaction Awareness
Initiation
Exploration
Intensification
Intimacy
```
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Relational De-Escalation
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Turmoil
Stagnation
De-Intensification
Individualization
Separation
Post-Interaction
```
50
Relational Dialectics
A perspective that views interpersonal relationships as constantly changing rather than stable and that revolves around how relational partners manage tension
51
Interpersonal Conflict
A struggle that occurs when people cannot agree on a way to meet their needs
52
Constructive Conflict
Conflict characterized by cooperation in dealing with differences and helps build new insights and patterns in a relationship
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Destructive Conflict
Conflict characterized by a lack of cooperation in dealing with differences and dismantles relationships without restoring them
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Pseudoconflict
Conflict stemming from a lack of understanding
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Simple Conflict
Conflict over differences in ideas, definitions, perceptions, or goals
56
Ego Conflict
Conflict based on personal issues in which people attack each other's self-esteem
57
Irresolvable Conflict
A conflict that one or both parties deem impossible to resolve
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Assertive Communication
Communication that takes a listener's feelings and rights into account
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Aggressive Communication
Self-serving communication that does not take a listener's feelings and rights into account
60
Conflict Management Skills
Manage Emotions
Manage Information
Manage Goals
Manage the Problem
61
Small Groups
Three to fifteen people who share a common purpose, feel a sense of belonging to the group, and exert influence on one another
62
Team
A coordinated group of people organized to work together to achieve a specific common goal
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Primary Group
A group, such as family, that exists to fulfill basic human needs
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Social Group
A group that exists to provide opportunities for group members to enjoy an activity in the company of others
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Secondary Group
A group formed to accomplish a specific task or goal
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Study Group
A group that exists to help group members learn new information and ideas
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Therapy Group
A group that provides treatment for problems that group members may have
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Problem-Solving Group
A group that meets to seek a solution to a problem and achieve a goal
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Focus Group
A group that is asked to discuss a particular topic or issue so that others can better understand how the group members respond to the topic or issue presented to them
70
Bona Fide Perspective
A perspective that focuses on how groups actually operate within organizations
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Task Role
A role that helps a group achieve its goal and accomplish its work
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Social Role
A role that helps a group manage relationships and affects the group climate
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Individual Role
A role that focuses attention on the individual rather than on the group
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Norms
Standards that determine what is appropriate and inappropriate behavior in a group
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Rules
Followable prescriptions that indicate what behavior is expected or preferred
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Status
An individual's importance and prestige
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Power
The ability to influence other people's behavior
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Legitimate Power
Power that stems from being elected or appointed to a position of authority
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Referent Power
Power that stems from being liked
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Expert Power
Power derived from having expertise and information
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Reward Power
Power that comes from the ability to provide rewards or favors
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Coercive Power
Power that stems from being able to punish others
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Fisher's Four-Phase Model of Problem Solving
Orientation
Conflict
Emergence
Reinforcement
84
Orientation Phase
The first phase of group interaction in which members become adjusted to one another and to the group's task
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Conflict Phase
The second phase of group interaction in which group members experience some degree of disagreement about social and/or task issues
86
Emergence Phase
The third phase of group interaction in which conflict or disagreement is managed, decisions are made, and group problems begin to be solved or managed
87
Reinforcement Phase
The fourth phase of group interaction in which group members express positive feelings toward one another and toward the group
88
Six Critical Functions of Effective Groups
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Identify a clear, elevating goal
Develop a results-driven structure
Gather and share appropriate information
Develop options
Evaluate ideas
Develop sensitivity and a positive personal style
```
89
Structure
The way a group or team discussion is organized, focusing on the group's agenda and the task that needs to be achieved
90
Interaction
The give-and-take discussion and responsiveness to other group members
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Dewey's Reflective Thinking Model
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Identify and define the problem
Analyze the problem
Generate creative solutions
Select the best solution
Take action
```
92
Groupthink
A faulty sense of agreement that occurs when members of a group fail to challenge an idea
93
Trait Leadership
A view of leadership that identifies specific qualities or characteristics of effective leaders
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Functional Leadership
A view of leadership that identifies the key task and process roles that need to be performed in a group
95
Situational Leadership
A view of leadership as an interactive process in which a leader gauges how to lead based on such factors as the quality of relationships among group members, the power of the leader, the nature of the task, and the maturity of the group
96
Styles Leadership
A view of leadership that identifies three methods of interacting when leading others: authoritarian, democratic, and laissez-faire
97
Transformational Leadership
A view of leadership that defines a leader as one who leads by shaping the vision of the group and by developing trust through high-quality interpersonal relationships with group members
98
Cognitive Dissonance
The sense of mental disorganization or imbalance that may prompt a person to change when new information conflicts with previously organized thought patterns
99
Maslow's Hierarchy of Needs
The classic theory that humans have five levels of needs and that lower-level needs must be met before people can be concerned about higher-level needs
100
Fear Appeals
Using fear tactics to scare someone into compliance
101
Positive Appeals
Verbal messages promising that good things will happen if the speaker's advice is followed
102
Elaboration Likelihood Model
A contemporary theory that people can be persuaded both directly and indirectly
103
Attitude
A learned predisposition to respond favorably or unfavorably to something
104
Value
An enduring conception of right or wrong
105
Belief
A sense of what is true or false
106
Fact
A claim that something is or is not the case or that something did or did not happen
107
Value
A claim that calls for the listener to judge the worth or importance of something
108
Policy
A claim advocating for a specific action to change a regulation, procedure, or behavior
109
Ethos
The credibility or ethical character of a speaker
110
Pathos
Emotional appeals
111
Logos
Logical arguments
112
Syllogism
A three-part argument, including a major premise, a minor premise, and a conclusion
113
Inductive Reasoning
Using specific instances or examples to reach a probable general conclusion
114
Deductive Reasoning
Moving from a general statement or principle to reach a certain specific conclusion
115
Causal Reasoning
Relating two or more events in such a way as to conclude that one or more of the events caused the others
116
Causal Fallacy
Making a faulty cause and effect connection between two things or events
117
Bandwagon Fallacy
Suggesting that because everyone believes something or does something, it must be valid, accurate, or effective
118
Either-Or Fallacy
Oversimplifying an issue as offering only two choices
119
Hasty Generalization
Reaching a conclusion without adequate supporting evidence
120
Personal Attack
Attacking irrelevant or personal characteristics of someone connected with an idea rather than addressing the idea itself
121
Red Herring
Irrelevant facts or information used to distract someone from the issue under discussion
122
Appeal to Misplaced Authority
Using someone without the appropriate credentials or expertise to endorse an idea or product
123
Non Sequitur
Latin for "it does not follow"; presenting an idea or conclusion that does not logically follow the previous idea or conclusion
124
Problem-Solution
Presenting a problem and adapting to the audience as to how to solve the problem
125
Cause and Effect
Showing how two or more situations are causally related
126
Refutation
Organization according to objections your listeners may have to your ideas and arguments
127
Motivated Sequence
Includes attention, need, satisfaction, visualization, and action
128
Initial Credibility
The impression of a speaker's credibility that listeners have before the speaker begins to speak
129
Derived Credibility
The impression of a speaker's credibility based on what the speaker says and does during the speech
130
Terminal Credibility
The final impression listeners have of a speaker's credibility, after the speech has been concluded
