Small Group Communication Final Exam Review

word barriers

barriers that effect group processes

bypassing

takes place when two people assign different meanings to the same word (example: two people can assign different meanings to the words love or respect)

Allness Statements

simple but true generalizations. example: "women are smarter than men"

fact-inference confusion

occurs when people respond to something as if they have actually observed it, when in reality they have merely drawn a conclusion

active listening

an attempt to clarify and understand another's thoughts and feelings.

1. stop

2. look

3. listen

4. ask appropriate questions

5. paraphrase content

6. paraphrase feelings

nonverbal communication

communication behavior that does not rely on written or spoken words.

5 major types of nonverbal behavior

1. emblems

2. illustrations

3. affect displays

4. regulators

5. adaptors

Intimate zone

between 0 and 1.5 feet. Zone in which our most personal and intimate conversations occur

personal zone

between 1.5 and 4 feet. Most conversations with family and friends occur in this zone.

social zone

between 4 and 12 feet. most group interactions happen within this zone.

public zone

12 feet and beyond. teachers and public speakers typically communicate with at least 12 feet between speaker and listener

small-group ecology

examines the consistent way in which people arrange themselves in small groups (interaction patterns, leadership, stress, gender, and personality)

conflict

happens when there is a disagreement.

causes of conflict

1. perception

2. personality

3. knowledge

4. culture

5. power and status

6. procedural expectations

types of conflict: pseudo-conflict

occurs when individuals agree, but, because of poor communication, they believe that they disagree

types of conflict : simple conflict

occurs when two people's goals or ideas are mutually exclusive or incompatible

types of conflict: ego conflict

occurs when individuals become defensive about their positions because they think they are being personally attacked.

conflict management style

based on two factors: 1. how concerned you are for other people and 2. how concerned you are for yourself

avoidance

conflict management style in which a person attempts to ignore disagreements

accommodation

conflict management style used to try to make conflict go away by giving in to the wishes of others

competition

conflict management style that occurs when people stress winning a conflict management as an arm-wrestling match (one person tries to win so the other will lose)

compromise

conflict management style that attempts to find a middle ground-a solution that somewhat meets the needs of all concerned

collaboration

conflict management style when one has a high concern for themselves and others

conflict management principles

1. separate the people from the problem

2. focus on shared interests

3. generate many options to solve problems

4. base decisions on objective criteria

groupthink

the illusion of agreement-a type of thinking that occurs when a group strives to minimize conflict, maximize cohesiveness, and reach a consensus without critically testing, analyzing, and evaluating ideas.

symptoms of groupthink

1. critical thinking is not encouraged or rewarded

2. members believe that their group can do no wrong

3. members apply pressure to those who do not support the group

4. members often believe that they have reached a true consensus

5. members are too concerned about reinforcing the leaders beliefs

leadership

behavior or communication that influences, guides, directs, or controls a group

leadership style

relatively consistent pattern of behavior reflecting a leaders beliefs and attitudes

authoritarian leadership style

assume positions of intellectual and behavioral superiority in groups. they make decisions, give orders, and generally control all activities

democratic leadership style

have more faith in the group than authoritarian leaders do and consequently try to involve members in making decisions.

laissez-faire leadership style

see themselves as no better or no worse than other group members. they assume the group will direct itself.

transformational leadership

relatively new theory of leadership, which describes leadership in organizations. Transformational leaders "strive to change, elevate, and unify the goals of followers as well as inspire them to pursue challenging and shared objectives.

4 defining characteristics of transformational leadership

1. idealized leadership

2. inspirational motivation

3. intellectual stimulation

4. individual consideration

methods of group decision making

1. decision by expert in group

2. decision of expert outside group

3. averaging individual rankings or ratings

4. random choice

5. majority rule

6. decision by minority

7. decision by consensus

three elements of a problem

1. an undesirable existing situation

2. a goal a group wishes to achieve

3. obstacles that keep a group from achieving its goal

Barriers to group and team problem solving

1. lack of structure

2. lack of cultural sensitivity

3. lack of planning

4. lack of resources

5. wrong people present

6. time pressure

7. poor communication

8. unsupportive social climate

9. negative attitudes

10. lack of problem-solving skills

descriptive approach

approach to a group problem solving that identifies how groups do solve problems, not how they should solve problems

Descriptive approach Phase 1: Orientation phase

suggests that group members communication is directed at orienting themselves toward others as well as to the groups task, which can also be said about the other phases

Descriptive approach Phase 2: Conflict Phase

characterized by persuasive attempts at changing others opinions and reinforcing one's own position

Descriptive approach Phase 3: Emergence Phase

task and process dimensions are interwoven at this stage. although the group is divided, there is also clarity. leadership patterns and roles have been established, the issues and problems confronting the group have been identified, and the need to settle differences and reach consensus has become apparent.

Descriptive approach Phase 4: Reinforcement Phase

group has emerged with a sense of direction, consensus, and a feeling of unity. this phase has positive feelings towards the groups decisions and the members feel a sense of accomplishment

strategies to bridge cultural differences

1. develop mindfulness

2. be flexible

3. tolerate uncertainty and ambiguity

4. resist stereotyping and making negative judgements about others

5. ask questions

5 steps to reflective thinking

1. identify and define the problem

2. analyze the problem

3. generate several possible solutions

4. evaluate options and select the best solution or combination of solutions

5. test and implement the solution

brainstorming

a creative technique designed to help a group generate several solutions to a problem

Brainstorming steps

1. select specific problem that needs solving

2. set a clear time limit

3. ask group members to temporarily put aside all judgements and evaluations

4. ask group members to think of as many solutions as they can and share with group

5. make sure the group understands that bouncing ideas off each other is useful

6. have someone record all ideas mentioned

7. evaluate ideas when the time for brainstorming has ended