Groups

Negotiation

form of communication between opposing sides in a conflict in which offers and counteroffers are made

Groupthink

decision process in which maintaining group cohesiveness and solidarity is more important than considering facts in realistic manner

Group Polarisation

tendency for groups to make decisions that are more extreme than the initial inclinations of members

Relationship-oriented leadership

leaders who are concerned more with workers feelings and relationships

Process Loss

aspect of group interaction that inhibits good problem solving

Task-oriented leadership

leaders who are more concerned with getting the job done than with workers’ feelings and relationships

integrative solution

solution to conflict whereby parties make trade-offs on issues, with each side conceding the most on issues that are uninmportant to it but important to the other.

transactive memory

combined memory of a group that is more efficient than the memory of the individual members

transformational leadership

leaders who inspire followers to focus on common, long-term goalsso

social dilemma

conflict in which the most beneficial action for an individual will, if chosen by most people, have harmful effects on everyone

transactional leaders

leaders who set clear, short-term goals and reward people who meet them

tit-for-tat strategy

means of encouraging cooperation by at first acting cooperatively but then always responding the way your opponent did on the previous trial

great person theory

means of encouraging cooperation by at first acting cooperatively but then always responding the way your opponent did

Contingency theory of leadership

idea that effectiveness of a leader depends both on how task or relationship-oriented the leader is and on the amount of control the leader has over the group