KINE 125 Final Exam Flashcards (Chapters 7-12)

A Comprehensive vocabulary flashcard set covering Chapters 7-12 of KINE 125, focusing on community, teams, organizations, change strategies, and positive leadership thriving.

Community (Relational Leadership)

Knowing, valuing, developing, and sustaining a context in which a group or organization can function, often defined by common values, social bonding, or shared place.

Wholeness incorporating diversity

The community-building element where people belong while differences are valued.

Shared culture

Common values, norms, language, or traditions within a community.

Gudykunst’s Community-Building Principles

Seven principles including: be committed, be mindful, be unconditionally accepting, be concerned for both yourself and others, be understanding, be ethical, and be peaceful.

Pseudocommunity

The first stage of authentic community marked by surface politeness and the avoidance of difficult differences.

Chaos (Peck's stage)

The second stage of community development where real differences, frustration, and conflict emerge.

Emptiness (Peck's stage)

The third stage of community development where members let go of barriers such as ego, prejudice, fixed expectations, or the need to control.

True authentic community

The final stage in Peck’s model where honest, trusting, and accepting connection becomes possible.

Community of practice

A group sharing a concern, field, or practice that learns how to improve through ongoing interaction.

Working group

A collection of individuals with a strong leader, individual work products, and individual accountability.

Team

A group with shared leadership, a unique purpose, and both team and individual accountability for work products.

Economic capital

Material resources convertible to money, such as finances, land, or property.

Social capital

Resources available through relationships and networks.

Cultural capital

Knowledge, symbols, ideas, tastes, and preferences that shape action and social position.

Tuckman’s Five Stages

The developmental process of groups consisting of Forming, Storming, Norming, Performing, and Adjourning.

Consensus

A decision-making outcome where no one is professionally violated and all team members support implementation.

Yuki’s Four Decision-Making Procedures

The spectrum of management decisions: Autocratic, Consultation, Joint decision, and Delegation/participation.

SMART Goals

A framework for setting goals that are Specific, Measurable, Attainable, Relevant, and Time-bound.

Dialogue

A learning process in teams that aims to understand and clarify shared experience rather than proving oneself right.

Traditional structure

An organizational hierarchy with a president at the top, followed by officers and committee chairs, emphasizing order and accountability.

Inverted structure

An organizational hierarchy where members are at the top and officers/presidents serve to support member needs.

Flat / Non-hierarchical structure

An organization with no levels where power, authority, and leadership roles are shared, often using consensus.

Web structure

An organization where power is distributed through a network, granting authority to those with creative ideas to implement them.

Mission statement

A formal summary explaining why the organization exists.

Vision

A description of the ideal future an organization seeks to create.

Core values

Agreed-upon standards for how people treat themselves and others while pursuing a mission and vision.

Organizational culture

Shared values and beliefs that shape how people think things should be done and how they perceive things actually are done.

Artifacts (Schein)

The visible and tangible features of organizational culture, such as dress codes and office layouts.

Espoused values (Schein)

The middle level of culture consisting of stated beliefs, strategies, and goals.

Underlying assumptions (Schein)

The deepest level of culture consisting of unconscious, taken-for-granted beliefs.

Deal and Kennedy’s Four Culture Types

A model categorizing culture by risk and feedback speed into Work-hard/play-hard, Tough-guy/macho, Bet-your-company, and Process culture.

Change

A situational event at a specific time, often externally driven, where something begins or ends.

Transition

The psychological process of adapting to change, which begins with an ending and takes time.

Immunity to change

The unconscious protection of hidden commitments or assumptions that block progress even when a person genuinely wants to change.

Schlossberg’s 4 S’s

A framework for managing personal change including: Situation, Self, Supports, and Coping strategies.

Myopia

A source of resistance to change characterized by an inability to see beyond the present.

Connor’s Positive Response Pattern

A cycle of adaptation including: Uninformed optimism, Informed pessimism, Hopeful realism, Informed optimism, and Completion.

Kotter’s Eight-Stage Process

A model for major change: establish urgency, create a guiding coalition, develop vision/strategy, communicate vision, empower action, generate short-term wins, consolidate gains, and anchor in culture.

Change agent

A person who helps facilitate change, whether at personal, organizational, or large-scale social levels.

Social Change Model (7 Cs)

A framework of values: Consciousness of Self, Congruence, Commitment, Collaboration, Common Purpose, Controversy with Civility, and Citizenship.

Coalition

An organization of organizations that share a common goal, are time-limited, and are characterized by dynamic tensions.

Appreciative inquiry

A strengths-based change approach involving four stages: Discovery, Dream, Design, and Destiny.

Positive psychology

The study of happiness, well-being, strengths, and the conditions that help people thrive.

Broaden-and-build theory (Fredrickson)

The theory that positive emotions broaden awareness and encourage new exploration, which in turn builds skills and resources.

Positivity tipping point

The ratio where human flourishing occurs best, roughly identified as three positive encounters for every negative encounter.

Positively deviant performance

Group outcomes that significantly exceed normal expectations.

Affirmation bias

A leadership focus on strengths and human potential rather than faults or negative assumptions.

Virtuousness

An orientation toward goodness and morality that recognizes worth, elevates people, and encourages virtue.

PERMA model

Five elements of well-being: Positive emotion, Engagement, Relationships, Meaning and purpose, and Achievement.

Resonant leader

A leader who manages the ups and downs of leadership through self-awareness, self-management, social awareness, and relationship management.

Sacrifice syndrome

The state where overextended leaders become burned out, damage relationships, and spread dissonance to their group.