comm midterm 2: group communication

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113 Terms

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group communication

two or more people who share some kind of relationship, communicate in an interdependent relationship, and collaborate toward some shared purpose (i think that it is more than two people)

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list the 3 characteristics of groups

shared identity, interdependent relationships, shared goals

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shared identity

members of a group perceive themselves as a group

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interdependent relationships

the behavior of each member affects the behavior or every other member

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shared goals

members of a group usually come together because they have one or more goals in common

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list the 5 stages of group development (the stage model)

forming, storming, norming, performing, adjourning

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forming

1st stage of group development, group members come together and try to articulate goals and responsibilities

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storming

2nd stage of group development, group conflict ensues as fissures arise from the forming stage

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norming

group norms begin to coalesce

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performing

the group begins to take on its tasks and work towards its objectives

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adjourning

the group has accomplished (or failed to accomplish) its goals and disbands (sometimes has a termination ritual at the end to commemorate their time together)

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group complexity grows by orders of magnitude as

the number of members increases

4 people = 4 dyads

4 groups of 3 people each = 11 relationships

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centrality

the degree to which an individual sends and receives messages. the most central person in the group sends and receives the highest number of messages - centrality is not necessarily related to status or power

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isolation

a position from which a group member sends and receives fewer messages than others

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chain network

information is passed from one person to the next sequentially- hierarchical, sequential - could lead to bottlenecks and miscommunication

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all-channel network

everyone interacts with everyone (roundtable discussions, no leader, all members operate at the same level of centrality)- good when one person is out of the picture for a minute, less efficient because everyone knows what’s going on and there is less order

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wheel network

one individual acts as a touchstone for other members. a compromise between chain and all channel - moderate level of isolation, not as efficient or flexible as chain or all channel - could be good if one person isn’t as productive as they are isolated. lowest shared centrality but are efficient

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list the 5 task roles

information giver, information seeker, elaborator, initiator, administrator (these roles can be official or unofficial - people can move in and out of roles)

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information giver

task role; offers facts, personal experience, or other input during group discussions - they come with info, haven’t analyzed it yet

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information seeker

task role; asks for the input or clarification of ideas or opinions that members have presented (check credibility and integrity of information)

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elaborator

task role; provides further clarification of points, often adding to what others have said (putting the puzzle pieces together)

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initiator

task role; helps the group move toward an objective by proposing solutions, presenting new ideas, or suggesting new ways of looking at an issue

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administrator

task role; keeps the conversation on track (documents it, reminds members of meeting times, keeps track of things)

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social roles: definition and the 3 roles

concerned with how people in the group are feeling and managing relationships; harmonized, gatekeeper, sensor

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harmonizer

social role; seeks to smooth over tensions in the group by settling member differences

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gatekeeper

social role; works to ensure that each member of the group gets to voice their opinions

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sensor

social role; expresses group feelings, moods, or relationships in an effort to recognize the climate and capitaize on or modify it

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blocker

anti group role; indulges in destructive communication that hinders group goals (slows everything down) - opposes or criticizes all ideas and stubbornly reintroduces an idea after the group has already rejected or bypassed it

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avoider

anti group role; refuses to engage in group processes by expressing cynicism or nonchalance toward ideas presented or by joking or changing the subject - makes more work for everyone else

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recognition seeker

anti group role; calls attention to themself and attempts to leverage the group for their own purpose (diminish group accomplishments, attempt to align group objectives with their own)

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distractor

anti group role; gets the group off topic, turns it into social hour

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leadership

the ability to direct or influence others behavior toward a particular goal

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legitimate leadership/authority

the persons position, title, or role

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coercive leadership/authority

the persons ability to threaten or harm others, this person has the power to penalize you

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reward leadership/authority

the persons capacity to provide rewards- this person has the power to grant benefits, resources, etc

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expert leadership/authority

the value of the persons information or knowledge. these people have the knowledge, wisdom, or ability that you need - respect them because you admire their intelligence or skill set

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referent leadership/authority

the persons charisma, admiration, and respect (sometimes called charismatic authority). these people are nice or admired by a large group of people (popular) (people may follow because they are afraid of defying group norms)

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traditional leadership/authority

authority comes from custom and culture (respecting the elderly, opening the door for women or the elderly) - reflects the culture or community

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directive leaderships stye

focuses on the groups tasks and controls the group’s communication by conveying specific instructions to members

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supportive leadership style

focuses on the group member’s emotional and relational needs - relational uplifting

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participative leadership style

views group members as equals, welcomes their opinions, and focuses on collaborative problem-solving - the leader is in the trenches with you and wouldn’t ask anything of you that they wouldn’t do

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laizzes-faire leadership style

hands-off style that gives a large degree of power through delegation - delegation oriented, granting authority without getting hands dirty

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achievement-oriented leadership style

sets challenging goals and objectives, along with high expectations - sets clear tasks and objectives, focuses on final product, lets you decide how to get there

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list the 3 types of unethical leadership

bullying, harassment, Machiavellianism

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bullying - unethical leadership

denigrating or threatening behavior - threat of harm, making someone a target to show their authority

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harassment - unethical leadership

unwanted conduct based on race, color, religion, sex, national origin, age, disability, or genetic information (protected classes)

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machiavelliamism - unethical leadership

leadership based on deceit, flattery, and other exploitative measures - thought is that everyone will be on their best behavior if they are afraid - want people to respect you out of fear

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what is groupthink

a problem in which group members strive to maintain cohesiveness and minimize conflict by refusing to critically examine ideas, analyze proposals, or test solutions

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groupthink symptoms (warning signs of groupthink)

overestimation of the group, closed-mindedness, pressures toward uniformity

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closed mindedness

symptom of groupthink; don’t want to hear disagreement, don’t think there are any good ideas out there, others aren’t as qualified as you

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overestimation of the group

symptom of groupthink; overlook potential for betterment, overestimate how good the group is, overlook possibility of weakness

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pressures toward uniformity

within the group, dissent is shut down/not accepted, silences premature dissent

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list the groupthink causes - these elements can create symptoms

high group cohesiveness, structural faults, situational contexts

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high group cohesiveness

groupthink cause; too many of the same people

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structural faults

groupthink cause; the time the group meets, the frequency of the meeting, allowing/not allowing everyone to speak

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situational contexts

groupthink cause; low morale, high stress

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list the groupthink preventions

diversity, purposeful gatekeeping, critical evaluation

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diversity

groupthink prevention; what other perspectives and ideas can we add

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purposeful gatekeeping

groupthink prevention; making sure you have people in the group that pay attention to dissenting voices

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critical evaluation

groupthink prevention; stepping back and having everyone identify weaknesses - must not have egos

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list the 4 management styles

classical approach, (human) relations approach, resources approach, systems approach

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classical approach - management style

views employees as parts (employees are replaceable), uses division of labor and hierarchy - the vision comes from the top to bottom with very little feedback

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(human) relations approach - management style

views employees as a team - cooperation and visionary leader, vision comes from the top, leader is focused on happiness, culture, and community

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resources approach - management style

views employees as assets, growth and engagement approach, is adaptable to needs of workers, there is still hierarchy

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systems approach - management style

views an organization as a unique whole made up of important members who have interdependent relationships within their particular environment

openness: an organization’s awareness of its own imbalances and problems

adaptability: an organization’s allowance for and ability to change and grow

compatibility: the systems approach focuses more on structure and less on individual needs so it is compatible with other management styles

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what is organizational culture

an organization’s set of beliefs, values, norms, and ways of doing things

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list the three ways that organizations communicate their culture

storytelling, heroes, assimilation

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storytelling

communicating organizational culture; the communication of a company’s values through stories and accounts

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heroes

communicating organizational culture; individuals who have achieved great things for the organization through persistence and commitment - need to be relatable to employees and customers, sometimes they are the founders of the org

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assimilation

the process by which newcomers learn the nuance of an organization and determine if they fit in

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list the three types of relational contexts

supervisor-supervisee, mentor-protege, peer relationships

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supervisor-supervisee

relational context; hierarchical relationship where the supervisor has the power - need to make sure that all expectations are communicated so that people aren’t punished or rewarded unfairly

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mentor-protege

relational contexts; hierarchical relationships where the mentor is a respected member of the organization and serves as a role model for the less experienced individual - protege will someday be on the same level as/replace the mentor - mentor needs to not abuse or favor the protege

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peer relationships

relational contexts; relationships that form between colleagues on the same level of authority - need to be sure that these relationships are appropriate

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primary groups

influence your sense of self-belonging, these are long lasting relationships that consist of the relationships that mean the most to you and other members (family, close friends)

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functional groups

groups that are defined by the functions they fulfill: support group, problem-solving group, social group, study groups, teams

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self-directed work teams (SDWT)

group of skilled workers who take responsibility for producing high quality, finished work - members control their own management functions (arranging schedules, buying equipment, setting standards for productivity, quality, and costs), conduct peer evaluations and coordinate future plans with management. their skills and experiences enable them to accomplish more than any individual member could achieve alone

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interprofessional teams

exist in industries in which experts from different specializations and professions work together (ex: interprofessional healthcare teams)

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the punctuated equilibrium model

alternative to stage model, theorizes that groups experience a period of inertia or inactivity until they become aware of time, pressure, and looming deadlines, which compels them to take actions - groups often put off some tasks until the critical halfway point of a project - groups have a cyclical pattern of long periods of inactivity followed by spurts of intense activity

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the bigger the group, the more its communication takes on the following characteristics

communication is less casual, less intimate, more formal, participants have fewer opportunities to contribute, interactions take longer to complete, relationships become more complex (# of relationships multiplies further with each additional participant)

smaller groups of individuals often bond together to form cliques/coalitions - when cliques form, comm can be more challenging because members must navigate relationships with entire subgroups - sometimes countercoalitions can form (subgroups that position themselves against each other)

social ostracism: the exclusion of a group member/members

social loafing: failing to invest the same level of effort in the group that they’d put in if they were working with one other person/alone

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status

groups form around and are organized by status, which can be based off of formal hierarchy (military) or informal perceptions of other group members (charisma, competency) - those with higher status are given more opportunities to make group contributions, their suggestions are evaluated more positively, and they exert greater influence over lower status members

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cohesion

the degree to which group members bond, like each other, and consider themselves to be one entity. cohesive teams have better chemistry, commitment to goals, and more timely communication, but too much cohesion can lead to unproductivity - cohesion holds the group together in the face of adversity

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norms

emerge within a group and are imposed by members on themselves and others - direct group and individual behavior - some norms can be unproductive

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Tessa is widely recognized by her peers as an exceptional student. So much so, that her classmates often look to Tessa for advice when they are confused with the course material. According to the two-step model of communication, Tessa is a:

opinion leader

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Shawn is a content producer on the livestreaming platform, Twitch, and has a large following of philosophically-oriented video game players. According to the two-step model of communication, Shawn is a:

media source

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Emma and Elsie are social media influencers with a large following. They are committed to inspiring others to get involved with their local communities, and their social media accounts often feature short, easy-to-follow videos of them doing projects for their community. According to social cognitive theory, these videos are effective because they do what?

Model the desired behavior

Help audiences to remember the behavior

Motivate audiences to imitate the behavior

Are accessible so that a wide-range of ability levels can complete the desired behavior

(All of the above)

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Sophia, Sydney, and Lucas are interested in developing a navigation app to help students identify more accessible routes for making their way through campus. As they are discussing the design of the app, Sophia comments that she is concerned about the complexity of the interface. Which affordance is Sophia concerned with?

Sensory

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The longing for social connection is recognized as a social and psychological need that motivates people to engage with the mass media. In some situations, this can lead to the development of what is called a parasocial relationship. What does this term mean?

A one-sided relationship

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Karma sits in the back of class. Though there are lots of distractions, especially from the person in front of her watching Love is Blind, Karma listens attentively and takes exceptional lecture notes. According to the transactional model of communication, the notes are an example of what?

The Channel

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Sammy and Sky walk to class together and sit together. From this, you conclude they must be friends. What nonverbal element are you relying upon to make this inference?

Proxemics

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The professor's stepson is an avid fan of the game Fortnite. One day, after a rousing hour of gameplay, his stepson says to him, "Hey Bro! What are we eating tonight?" The professor laughs and says, "Bro?" The professor is finding humor in his stepson's failure to do what?

Code Switch

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You arrive to class early with a friend. As you sit and talk, you hear the professor say, "If you can hear me, clap once." You immediately stop your conversation, clap once, and sit quietly in anticipation for the start of another exceptional lecture. Your behavior illustrates the activation of what?

A Schema

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Before bed each night, you absolutely must get your insta-fix. As the weeks go by, you find sense of self worsening. Everyone else looks so much more attractive, happy, and successful. What theory helps to explain this negative outcome?

Social Comparison Theory

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Kelly is traveling to see a friend in Chicago. Thirty minutes into the flight, the person seated next to her begins disclosing incredibly personal information about their medical history and romantic difficulties. Which theoretical framework best explains the person's willingness to share this information with Kelly.

Communication Privacy Management

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Loves styles, also known as the Color Wheel Theory of Love, consists of three primary and three secondary types of love (for a total of six love styles). The love styles of mania, pragma, and agape are considered secondary for which reason?

They are a combination of the primary styles.

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The professor's stepson is an avid fan of the game Fortnite. One day, after a rousing hour of gameplay, his stepson says to him, "Hey Bro! What are we eating tonight?" The professor laughs and says, "Bro?" The professor is finding humor in his stepson's failure to do what?

Code Switch

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During a team project, two members have different priorities: one values efficiency, while the other prioritizes thoroughness. This is an example of which type of conflict trigger?

Incompatible goals

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A group project is behind schedule, and two members have a disagreement. Chris insists that the group follow their plan and refuses to adjust deadlines. Jamie, not wanting to argue, agrees to Chris’s plan even though they believe it will fail. Which conflict management strategies are being used by Chris and Jamie, respectively?

Chris: Direct Fighting / Jamie: Yielding

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A newly formed startup team has gone through initial introductions, but tension is rising as members debate leadership roles and responsibilities. One member refuses to compromise and insists on taking charge, causing frustration among others. According to the five stages of group development, at which stage is the group MOST likely stuck?

Storming

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There is a team with newcomers, who are often unsure of their tasks. The leader of the team senses their confusion, thus gives specific instructions and oversees the progress of the group. What kind of a leader is this?

Directive Leader