CMN 003 Final exam

Listening

The process of making meaning from another person’s message

Action-oriented style

Listening style that looks for organization and precision in communication

People-oriented style

Listening style that focuses on finding common interests and understanding emotions

Content-oriented style

Listening style that emphasizes intellectual challenges and attention to details

Time-oriented style

Listening style that prioritizes efficiency and quick responses

Hearing

The process of perceiving sound

Understanding

Comprehending the words heard

Remembering

Storing ideas into memory

Interpreting

Assigning meaning to selected information

Evaluating

Judging speaker’s believability and intentions

Responding

Indicating active listening through feedback

Stonewalling

Using silence to show lack of interest

Backchanneling

Non-verbal cues to show attention

Empathizing

Conveying that you understanding and sharing feelings on the topic

Supporting

Expressing agreement and providing supportive energy

Analyzing

Explaining opinions or perspectives from your experience

Advising

Communicating advice to the speaker

Informational listening

Used for learning and taking in new information

Critical listening

Analyzing and evaluating words actively

Empathic listening

Identifying with the speaker's feelings by understanding what they are thinking/feeling

Perspective taking

Understanding another's point of view

Empathic concern

Identifying another's feelings

Noise

Anything interfering with message encoding/decoding

Psychological noise

Distracting elements drawing attention away from convo

Pseudolistening

Pretending to pay attention by using feedback behaviors

Selective attention

Listening only to desired information

Information overload

Feeling overwhelmed by excessive information

Glazing over

Mind wandering due to gaps in communication

Rebuttal tendency

Formulating replies while the speaker talks

Close-mindedness

Refusing to listen to opposing views

Competitive interrupting

Using interruptions to control conversations

Confirmation bias

Paying attention only to information that supports our values/beliefs

Vividness effect

Impact of shocking events on perceptions

Skepticism

Questioning claims based on evidence

HURIER model

Mnemonic for listening stages (Hearing, Understanding, Remembering, Interpreting, Evaluating, Responding)

Abilities

Skills and knowledge you can apply to accomplishing work tasks

Attributes

Personal traits or characteristics

Competence

Ability to accomplish work tasks

Caring

Ability to maintain effective workplace relationship

Character

Personal integrity and ability to uphold corporate norms and standards

Networking

Building professional relationships to achieve shared career/professional development goals

Chronological Resumes

Present information grouped by work and education over time

Functional Resume

Presenting information in terms of key skills

Solicited cover letter

Cover letter for an open position that a company advertises

Unsolicited cover letter

States your interest in working for a company that is not actively requesting job applications

Appraisal interview

A conversation to discuss performance and goals for employees

Problem solving interview

Helps participants understand the nature of a problem and identify potential solutions

Exit Interview

A conversation about your experiences with the organization you’re leaving

Counseling Interview

An interaction aimed at supporting an individual through a personal problem

Persuasive Interview

Conversation intended to affect your belief, opinion, or behavior

Survey interview

Interaction aimed at gathering information

Selection interview

Intended to help the interviewer choose the most appropriate person for a position

Open-ended questions

Opportunity to reply in a way that reflects you positively

Close ended questions

Provide short, direct answers

Hypothetical questions

Helps see how you would manage the situation

Probing questions

To request more details on answers you have already provided

Cross functional

Members from various functional backgrounds

Virtual Teams

Ability to let employees with many areas of expertise and often in different business units work together

Forming stage

Month 1 and 2; focus on gaining acceptance and avoiding conflict

Storming Stage

month 2 and 3; team members open up their competing ideas on how to approach work

Norming Stage

month 4 and 5; team arrives at a work plan: goals accountabilities

Performing Stage

Months 6 and 7; teams operate effectively towards accomplishing their goals

Team Culture

A team’s set of share perceptions and commitment to collective values, norms, roles

Inherent diversity

Differences in traits (age, gender, ethnicity, sexual orientation)

Acquired diversity

Differences you gain through experience (customer service experience, retail, engineering)

2-D diversity

Presence of both inherent and acquired diversity

diassociation

Process by which professionals accept critiques of their ideas without taking them personally or becoming defensive

association

Psychological bonding that occurs between people and their ideas

Extraversion

Personality trait shared by people who are friendly, assertive, and outgoing with others

introversion

Characterizes people who are shy, reserved

Communication apprehension

Anxiety, fear about communicating with others

Democratic style

Leaders engaging as many people as possible in decision-making

Autocratic style

Leaders making decisions without asking others in the group

laissez -faire style

Leaders rarely interact with employees, give little feedback on performance, trust others to make right decisions

Competing style

High concern for our own needs/desires and low concerns for the other party; engage in conflict

Avoiding Style

Low concern for both self and other party; ignores conflict and hope it goes away

Accommodating style

Reflects high concern for other party, low concern for self; make sacrifices so other party wins

Compromising style

Moderate concern for everyone’s needs/desires; no one gets exactly what he/she wants, but everyone leaves conflict gaining something

Collaborating style

High concern for the needs of both sides in conflict, win-win situation

Groupthink

When team members seek unanimous agreement despite their individual doubts

Coordination meetings

Focus on discussing tasks, roles, goals, and accountabilities 

Problem solving meetings

Brainstorming to address and solve a particular work problem

Consensus

An acceptable plan of action that members can support even if it isn’t everyone’s preferences

Expert Power

Expert knowledge about subject

Referent Power

A person’s perceived attractiveness/worthiness

Legitimate power

Formal rights, title, positional power

Reward power

Ability to compensate another

Coercive power

Ability to punish someone if they’re not compliant

Informational power

Short-term power, knows information about a change but that information will be useless when the change happens

Affiliation power

Gains favor or is connected to someone in power

Group power

Shared powers to address problems collectively

Unwanted sexual attention

Behaviors from touching to repeated requests

Sexual harassment

Verbal, visual, physical conduct of a sexual nature

Sexual assault

Unwelcome sexual contact

Conflict

When one person has a need from another and that need is not met

Minutes

The date and time team members present decisions, key discussion points, open issues

Stories

Versions of past interactions or explanations of business successes and failures

Shared stories

Combines everyone’s experiences, perspectives, and goals into a shared approach to work

Validating

Recognizing their perspectives and feelings as credible or legitimate

Information Interview

Speaking with a successful and accomplished professional to seek out career advice