Flashcards
Comm10 FINAL CH.1-11
Cards in this deck (102)
- 1Bad ApplesDisruptive members who poison the group.
- 2Dealing with difficult group members1. Make certain a cooperative climate has been created by the group.
2. Don't encourage disruptive behavior.
3. Confront the difficult person directly
4. If all else fails, remove the disrupter form the group.
5. Always be unconditionally constructive. - 3Social LoafingThe tendency of individuals to reduce their work effort when they join groups. *Social loafing is not the same as shyness*
**More common in individualist cultures** - 4SynergySynergy occurs when the work of group members yields a greater total effect than the sum of the individual members' efforts could have produced.
*Caused by exceedingly great cooperation in a group.* **Could also be caused by deep diversity (substantial variation among members in task-relevant skills, knowledge, abilities, beliefs, values, perspectives, and problem-solving strategies)** - 5Negative SynergyThe product of joint action of group members that produces a result worse than that expected based on perceived individual abilities and skills of members. *Individuals work more effectively than the group*
- 6Making Meetings Efficient1. Don't call a meeting unless no other good alternative exists.
2. Identify the specific purpose of the meeting.
3. Prepare a clear agenda(List of topics to be discussed in a group meeting presented in the order in which they will be addressed)
4. Above all, keep the discussion on track.
5. Start the meeting on time and be guided by the "what's done is done" rule.
6. Donot discuss an issue longer than the time allotted unless the group decides to extend the time.
7. Take a few minutes at the end of the meeting to determine if all objectives were accomplished.
8. Distribute minutes of the meeting to all participants as soon as possible. - 7The Standard AgendaThe Standard Agenda provides one such highly effective structured method of decision making and problem solving. Based on the Reflective thinking model(a sequence of logical steps that incorporates the scientific method of defining, analyzing, and solving problems. Standard agenda consists of 6 steps:
1. Identify the goal(s)
2. Analyze the problem
3. Establish criteria
4. Generate solutions
5. Evaluate decisions and make the final decision *Important to consider both the positive and negative aspects of each choice*
6. Implement the decision - 8The Standard AgendaThe Standard Agenda provides one such highly effective structured method of decision making and problem solving. Based on the Reflective thinking model(a sequence of logical steps that incorporates the scientific method of defining, analyzing, and solving problems. Standard agenda consists of 6 steps:
1. Identify the goal(s)
2. Analyze the problem
3. Establish criteria
4. Generate solutions
5. Evaluate decisions and make the final decision *Important to consider both the positive and negative aspects of each choice*
6. Implement the decision - 9Decision Making CompetenceThree types of decision making for small groups:
1. Concensus (Unanimity) - a state of mutual agreement among members of a group where all legitimate concerns of individuals have been addressed to the satisfaction of the group. Doesn't work in large groups and is time constraining.
2. Majority Rule - quick, efficient but lacking in quality of decisions
3. Minority Rule - Where one is designated to make decisions. That person can either listen or not. (Chief surgeon example) - 10GroupthinkA process of group members stressing cohesiveness and agreement instead of skepticism and optimum decision making. *The more cohesive(and large) a group is, the more potential for groupthink there is*
- 11BrainstormingA creative problem-solving method characterized by encouragement of even zany ideas, freedom from initial evaluation of potential solutions, and energetic participation from all group members.
Ten rules to be followed:
1. All members should come prepared with initial ideas.
2. Don't criticize any idea during the brainstorming process.
3. Encourage freewheeling idea generation.
4. Don't clarify or discuss ideas during the idea generation phase.
5. Do not engage in task-irrelevant discussion.
6. Stay focused on the topic
7. Piggyback on the ideas of others
8. Record all ideas for future reference.
9. Encourage participation from all team members.
10. Wait to evaluate ideas generated until the brainstorming session is completed. - 12Nominal Group TechniqueA second structured method of creative problem solving. Four steps:
1. Team members work alone to generate ideas
2. The team is convened, and ideas are shared in round-robin fashion. All ideas are written on a chalkboard, tablet, or easel. Clarification of ideas is permitted, but evaluation is prohibited.
3. Each team member selects five favorite ideas from the list generated and ranks them from most to least favorite
4. Team members' rankings are averaged, and the ideas with the highest averages are selected. - 13ReframingA third creative problem solving method. Reframing is the creative process of breaking rigid thinking by placing a problem in a different frame of reference.
- 14TeamA small number of people with complimentary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable.
*Every team is a group, but not every group is a team. Teams require more*
**Teams must set clear, limited goals in order to be effective** - 15Development(Readiness)Composed of the ability of group members , their motivation, and their experience with relevant tasks.
*key situational variable that every leader must consider to determine which style is appropriate is the development level of followers*
Hersey/Blanchard situational leadership model represents this: four stages of model - 1. Telling (lowest development level) 2. Selling (Low development level) 3. Participating (High development level) 4. Delegating (Highest development level) - 16Group Size (Structure)*Groups are small as long as each individual in the group can recognize and interact with every other group member.* Large groups become factionalized(subgroups are made),take more time to make decisions. **Groups must face a trade-off between speed(small groups) and quality(large groups).** Organizations(Really large groups) usually become heirarchical(members of the organization will be rank ordered).
- 17Upward Communication(Vertical Communication)Messages that flow from subordinates to superordinates in an organization. *Can be problematic if information is negative.*
- 18Downward CommunicationMessages that flow from superordinates to subordinates in an organization.
- 19Horizontal CommunicationMessages between individuals with equal power, such as office workers in the same department in organizations.
*Typically informal* - 20Task and Social DimensionsTask Dimension - The work performed by the group and its impact on the group. Productivity(The degree to which the group accomplishes its work efficiently and effectively.) is the goal of the task dimension.
Social Dimension - consists of relationships between group members and the impact these relationships have on the group. Cohesiveness(The degree to which members identify with the group and wish to remain in the group) is the main goal of the social dimension.
*Cohesiveness and productivity are interconnected, one affects the other.* - 21NormsRules that indicate what group members have to do(obligation), should do(preference), or may not do(prohibition) if they want to accomplish specific goals. Two types of norms:
1. Explicit (No smoking signs)
2. Implicit - observable patterns of behavior exhibited by group members that identify acceptable and unacceptable conduct.(Don't eat before "Grace") - 22ConformityThe inclination of group members to think and behave in ways that are consistent with group norms. *Creates a sense of belonging* Members of a group conform to group norms for two reasons: to be right, and to be liked.
- 23Rolespatterns of expected behavior associated with parts that you play in groups. Two general types of roles:
1. Formal (Assigned position "president")
2. Informal (They identify functions, not positions. Three types:
1. Task Roles 2. Maintenance Roles 3. Disruptive Roles) - 24Task RolesAdvance the attainment of group goals. The central communicative function of task roles is to extract the optimum productivity from the group.
(Information giver, information seeker, initiator-contributor, clarifier, elaborator, coordinator-director, energizer, procedural technician, devil's advocate) - 25Maintenance RolesMaintenance Roles address the social dimension of small groups. The central communicative function of maintenance roles is to gain and maintain group cohesiveness. (Supporter-encourager, Harmonizer-tension reliever, gatekeeper)
- 26Disruptive RolesMe oriented. They serve individual needs at the expense of group needs and goals. The central communicative function of disruptive roles is to focus attention on the individual. (stagehog, isolate, fighter-controller, blocker, zealot, clown)
- 27Role FixationWhen a member plays a role rigidly with little or no inclination to try other roles. *Decreases group effectiveness*
- 28LeadershipDef: (A leader-Follower influence process with the goal of producing positive change that reflects mutual purposes of group members and is largely accomplished through competent communication.)
Leaders influence followers, but followers also influence leaders by making demands on them to meet expectations and by evaluating their performance in light of those expectations. *Leadership is a process, not a person* Agreeableness(an inclination to be pleasant and accomodating with others) must exist for a leader to be effective. **Managers(formal role) and leaders are different.**
***The primary goal of managing is efficiency. The primary goal of transformational leadership is change***
****All leadership is transformational**** - 29TraitsRelativlely enduring characteristics of a person that highlight differences between people and that are displayed in most situations.
*Negative traits can predict who will not be a leader(laziness, dishonesty,etc.) but positive traits are ambiguous in terms of qualifications for being a leader*
**The trait approach looks at leadership as a person not a process** - 30Leadership Styles1. Directive Style(Autocratic) - puts heavy emphasis on the task dimension with slight attention to the social dimension of groups. Member participation is not encouraged. Directive leaders expect obedience.
2. Participative Style(Democratic) - places emphasis on both the task and social dimensions of groups. Empowering Style.
Additional 3rd Style: Laissez-Faire Style - NO LEADERSHIP. NO INFLUENCE. - 31Group StructureA form or shape characterized by an interrelationship among its parts. Composed of:
1. Group Size
2. Task and Social Dimensions
3. Norms
4. Roles - 32GroupComposed of three or more individuals, interacting for the achievement of some common purpose(s), who influence and are influenced by one another.
*To qualify as a group, three or more people must succeed or fail as a unit in a quest to achieve a common purpose.* - 33Terminating5th and last phase of "Coming Apart" Relationship is over!
- 34Connecting BidAny attempt to engage another person in a positive transaction, sometimes at a deep and enduring level and other times at a superficial and fleeting level. *Can be verbal and non-verbal*
Every bid prvokes one of three responses:
1. Turning-toward response (Positive)
2. Turning-away response (Ingore)
3. Turning-against response (Negative)
*Turning away and turning against responses are about equally as destructive to relationships* - 35Emphasizing Supportive CommunicationSix strategies:
1. Evaluation Vs. Description
2. Control Vs. Problem Orientation
3. Manipulation Vs. Assertiveness
4. Indifference Vs. Empathy
5. Superiority Vs. Equality
6. Certainty Vs. Provisionalism - 36Evaluation Vs. DescriptionEvaluations are value judgments made about individuals and about their actions.
*Negative evaluations are the culprit in provoking defensiveness.*
**Blame usually leads to self-justification(the creation of excuses that absolve us of blame)**
MAGIC RATIO:
5positives-1negative
***Antidote is to be descriptive:
Four steps:
1. Praise first, then describe
2. Use I-statements, not you-statements
3. Make your descriptions specific, not vague
4. Eliminate editorial comments(Don't add extra hurtful phrases in the description) - 37Control Vs. Problem OrientationControlling communication can easily lead to a contest of wills brought about by psychological reactance (the more someone tries to control our behavior and restrict our choices, the more we are inclined to resist such efforts, especially if we feel entitled to choose.)
*If the pressure to restrict becomes intense, we may be strongly attracted to that which is prohibited.*
Preventable by collaboration on a specific problem where both parties can work together and seek solutions cooperatively. - 38Manipulation Vs. AssertivenessManipulative Communication is an attempt by one person to maneuver another toward the manipulator's goal. Usually resented by the victim. Assertiveness is the antidote, it requires skill, thought, and concern for others. Assertive communication sayas: "No games are being played. This is how i feel, this is what I want from you."
- 39Indifference Vs. EmpathyIndifference is abscence of thought and care towards anothers thoughts and cares. Countered with it's opposite: Empathy - thinking and feeling what you perceive another to be thinking and feeling. *Part of empathy is promoting the positive in your relationships.* **Sustaining relationships requires you to give your partner regular, copious amounts of positive, genuine feedback verbally and non-verbally**
- 40Superiority Vs. EqualitySuperiority invites defensiveness. Can only be countered by communicating with another with respect and as though the two of you are completely equal in all respects.
- 41Certainty Vs. ProvisionalismCertainty is almost never true in the real world, i.e. there is always room for disagreement on amost everything. Provisionalism is the antidote to certainty. Provisionalism means qualifying your statements by avoiding absolutes (use words like possibly, probably, sometimes, and might instead of words like always and never.)
- 42Mate PoachingTrying to woo an individual away from a committed relationship to begin a relationship with you instead.
- 43Addressing Deteriorating Relationships1. Resist the temptation to reciprocate negative communication
2. Seek opportunities to praise, compliment, and bolster you partner.
3. Avoid at all costs turning-away and turning-against responses to connecting bids. - 44Cross-sex RelationshipsFour types:
1. Mutual Romance (You believe that both of you want the relationship to become romantic)
2. Strictly Platonic (You believe that you and your friend both want the relationship to remain nonsexual and nonromantic)
3. Desires Romance (You want the relationship to become romantic but you believe your friend doesn't)
4. Rejects Romance (You believe your friend wants the relationship to become romantic but you don't want the relationship to become that way) - 45ConflictDefinition - The expressed struggle of interconnected parties who perceive incompatible goals and interference form one or more parties in attaining those goals.
Two types:
1. Destructive Conflict
2. Constructive Conflict - 46Telecommuting"Pay for work at an alternate site"
Going to work online.
Usually causes workaholism - you can't escape work anywhere. - 47Norm of ReciprocityYou give back what you get from others. (Individuals are likely to choose a conflict style that is used by the other party.)
- 48How to transform a competitor into a collaborator1. Always be unconditionally constructive (Refuse to be abuse, and refuse to be an abuser)
2. Ask problem-solving questions (Engage the other person in direct joint problem solving.)
3. Confront the Process (Be assertive and address the competition acts directly)
4. Ask for advice (Forces them to consider empathy) - 49Anger ManagementTwo conditions determine how destructive or constructive anger is:
1. Intensity
2. Duration
*Venting anger only increases your anger!*
**Intent and blame are two common forms of attribution that ignite anger**
How to diffuse Your own anger:
1. Reframe Self-talk (Assume the best out of people)
2. Speak and listen nondefensively (Use supportive communication, refrain from using insults)
3. Deliberately Calm Yourself (Take deep breaths)
4. Change your focus (Get past old issues and think about other things when angry thoughts come to mind)
How to diffuse others' anger:
1. Be asymmetrical (Do not reciprocate a hostile verbal attack with any negative communication, remain calm and positive)
2. Validate the other person (make them feel as if they could be right even if you dont necessarily agree.)
3. Probe (ask specific problem oriented questions)
4. Distract (Quick witty humor or swiftly changing the topic help)
5. Assume a problem-orientation (be supportive and focus solely on the problem and encouraging them to not get too emotional)
6. Refuse to be abused ("I cannot discuss this with you if you insist on being abusive.")
7. Disengage (Tell them you are going to stop talking to them. Conversation is over.) - 50Workplace BullyingPersistent verbal and nonverbal aggression at work that includes public humiliation, constant criticism, ridicule, gossip, insults, and social ostracism.
- 51ForgivenessLetting go of feelings of revenge and desires to retaliate. The focus of forgiveness is on healing wounds, not inflicting them on others.
Four-stage model of forgiveness:
We hurt, we hate, we heal, we come together.
*Elaborate, sincere apologies work best when the transgression is serious*
**As victims we can forgive by reframing the event**
Coming together requires a communicaiton of forgiveness to the perpetrator. Three types of that:
1. Direct forgiveness ("I forgive you")
2. Indirect Forgiveness (Implied)*coming together happens most completely with this*
3. Conditional Forgiveness (Second chances with stipulation that you wont give a third chance.) - 52HalfalogueHearing only half of the conversation. It happens when you are overhearing someone talking on the phone, usually people have a problem with it, it becomes too iritating to handle.
- 53EmoticonsGraphic notations that indicate emotional information. They help clear up any confusion with text-only messages. Men typically refrain from using these because it's seen as a feminine communication style.
- 54FlamingA cyber-term for an abusive, attacking written message between Internet users. Typical attributes of an electronic flame include profanity, the use of all capital letters, and excessive exclamation points. or question marks. *Flaming is defensive, competitive communication.*
How to avoid hostile internet communication:
1. Use communication technologies selectively
2. Delay sending any email message that has strong emotional content.
3. Do not use email to fire or to reprimand an employee, to offr negative work appraisals, or to tender resignations.
4. Exercise ettiquette on the Net - 55Stages of Relationships ModelFive Stages of "Coming Together":
1. Initiating (Starting)
2. Experimenting (Exploring)
3. Intensifying (Strengthening)
4. Integrating (Merging)
5. Bonding (Commiting)
Five Stages of "Coming Apart":
1. Differentiating (Separating)
2. Circumscribing (Limiting)
3. Stagnating (Repeating)
4. Avoiding (Evading)
5. Terminating (Ending) - 56InitiatingFirst stage of "Coming Together."
Communication approaches that work: Networking (Asking others about the person), Offering (Making yourself physically available to communicate), Approaching (Self-introduction, smile, etc.), and Sustaining (Keeping the conversation going and interesting). Communication approaches that don't work: Expressing deep feelings, Keeping silent to create a air of mystery, asking for big favors, and diminishing oneself. - 57Intercultural Relationship CompetenceFriendship - Three Problems:
1. The differences in values, perceptions, and communication style need to be overcome.
2. Anxiety is a common experiece of the initial stages of any friendship, but intercultural relationships are likely to induce greater anxiety.
3. Overcoming stereotypes about a different culture and resisting the impulse to be ethnocentric can be difficult.
Intercultural Romance - Four strategies:
1. Submission(One partner abandons his/her old culture for the other's *Rarely effective*)
2. Compromise (Giving up only part of one's cultural beliefs, values, and habits *Hard to do*)
3. Obliteration (Both partners give up their cultures. *Extremely hard to do*)
4. Concensus (Learning about the other's culture and values and such. *Works the best*) - 58ExperimentingThe second phase of "Coming Together" We audition for the part of boyfriend/girlfriend. We probe for common interests/values, etc.
- 59IntensifyingThe third phase of "Coming Together" Intensifying of the relationship. During this phase, one will conduct secret tests to see if their efforts to intensify are working: Endurance (seeing if she can put up with your bullshit), Public Presentation (introducing as "boyfriend/girlfriend to see how comfortable she is with the label), Separation (keeping away from each other to see if the relationship will remain strong), Third party questioning (Asking a mutual friend to question the other and then report back), and the triangle test (Asking a friend to make the partner jealous by seeming to express interest in you) Endurance, separation, and the triangle test are the least constructive.
- 60Destructive ConflictDesctructive Conflict is characterized by escalation, retaliation, domination, competition, defensiveness, and inflexibility.
*The key to recognizing you are being destructive in your conflict is when you can say to yourself "I'm getting stupid." - This is called flooding(When you can no longer think clearly because conflict triggers emotional reactions that clog the brain's ability to reason.) MEN are far more liekly to experience this than women* - 61Constructive ConflictConstructive Conflict is characterized by communication that is cooperative, supportive, and flexible. The focus is on acheiving a solution that is mutually satisfactory to all parties in the conflict.
- 62Relationship DialecticsThe tensions that arise from contradictory needs that push and pull us in opposite directions simultaneously in our relationships with others. *Can be a fundamental source of relationship conflict and meltdown when they are not managed competently*
**Dialectics never disappear from relationships**
Three interpersonal dialectics:
1. Connection-Autonomy(The desire to come together with another person, yet remain independent and in control of one's own life.)
2. Predictability-Novelty(A desire for both stability and change in interpersonal relationships.)
3. Openness-Closedness(The tension between accessibility and privacy.)
Three Dialectics with Outsiders:
1. Inclusion-Seclusion(The desire to let your partner spend time with outsiders and to spend alone time together to nurture your relationship.)
2. Conventionality-Uniqueness(When we are torn between wanting our relationships to be the same as everybody else's yet different.)
3. Revelation-Concealment(How much do we reveal to oursiders about our relationship and how much do we keep private.) - 63Relationship Dialectic CompetenceUse amalgamation - both contradictory forces are addressed without compromising on either impulse.
DON'T use selecting - Giving attention to one contradictory impulse while ignoring the other
You could use segmenting - when partners divide certain parts of their relationship into domains, or categories. (i.e. making a topic taboo) - 64Communication Styles of Conflict ManagementA typical way a person addresses conflict.
Five communication styles:
1. Collaborating
2. Accommodating
3. Compromising
4. Avoiding
5. Competing - 65CollaboratingWorking together to maximize the attainment of goals for all parties in a conflict. Three Components:
1. Confrontation (The overt recognition of conflict and the direct effort to manage disagreements effectively. *Good thing*)
2. Integration (2 parts: Expanding the pie - finding creative ways to increase resources. Bridging - considers the goals of all parties and offers a new option that satisfies the interests of everyone involved.)
3. Smoothing (The act of calming the agitated feelings of others during a conflict episode. *It addresses the emotional side of conflict*) - 66AccommodatingYielding to the needs and desires of others during a conflict.
- 67CompromisingWhen we give up something to get something. Compromising emphasizes workable, but not optimal decisions and solutions.
- 68CompromisingWhen we give up something to get something. Compromising emphasizes workable, but not optimal decisions and solutions.
- 69AvoidingWhen we sidestep or turn our back on conflict. Stonewalling(when one partner refuses to discuss problems or physically leaves when the other partner is complaining, disagreeing, or attacking.) occurs. *Typically men do this.*
- 70Competing (Conflict Style)When we approach conflict as a win-lose contest. Usually produce defensiveness.*Aggressive*
- 71IntegratingFourth stage of "Coming Together" Sexual relationship occurs. You become a distinct couple.
- 72BondingThe last stage of "coming together" Usually marriage happens. The phase usually signals a turning point (Any event or occurrence that is associated with change in a relationship).
- 73Differentiating1st stage of "Coming Apart" What were thought to be similarities turn out to be differences, and you start disagreeing on things.
- 74Circumscribing2ND Phase of "Coming Apart" Certain communication becomes taboo. You don't engage in certain conversation because fights will probably ensue.
- 75Stagnating3rd phase of "Coming Apart" Relationship isn't growing or progressing. Even more topics become non-discussable. Interactions start seeming like stranger interactions. Relationship is about to cave.
- 76Avoiding4th phase of "Coming Apart" Partners make an effort to stay away from each other. Separation is wanted more than connection.
- 77Dominance-PreventionThree methods to balance power:
1. Coalition Forming (Temporary Alliances formed to increase their power relative to others. *May be useful in a political arena, but can be destructive in a family situation.*)
2. Defiance (Unambiguous, purposeful non-compliance. Prevention form of power. *Strains relationships*)
3. Resistance (Covert, ambiguous noncomliance. Passive-aggressiveness. *Typically useful* Six strategies: 1. Strategic Stupidity. 2. Loss of Motor Function. 3. The Misunderstanding Mirage. 4. Selective Amnesia. 5. Tactical Tardiness. 6. Purposeful Procrastination.) - 78Combatting Resistance Strategies1. Confront the strategy directly (Bring the strategy out in the open.)
2. Produce Consequences for Resistance (Encourage them to not use those strategies by punishing them when they fail to complete a task.) - 79AssertivenessThe ability to communicate the full range of your thoughts and emotions with confidence and skill. *Assertiveness considers both your needs and the needs of others.*
Four key steps to being assertive:
1. Describe your needs, rights, and desires on the basis of your conflict with others.
2. Express how you think and feel.
3. Specify the behavior or objective you are seeking.
4. Identify Consequences. (Focus on the positives not on the negatives. "I like working here, and I will continue to do so as long as I'm treated fairly.")
**Assertiveness is ethical communication** - 80Cooperative Argumentationengaging in a process of deliberation with understanding and problem solving as ultimate goals. *Focuses on the issue, not the people deciding on the issue*
- 81Mentorsknowledgable individuals who have achieved some success in their profession or job and who assist people trying to get started in a line of work. *Mentors promote empowerment*
- 82NetworkingAnother form of empowerment. People with similar backgrounds, skills, and goals come together on a fairly regular basis and share information. *They also provide emotional support*
- 83Attachment TheoryChildren born into a web of attuned relationships know how to join in conversations with new people and read social signals.
- 84Interpersonal AttractionSeveral basic factors:
1. Physical Attractiveness (Beauty Bias)
2. Similarity (Similarity Attraction Theory - We are drawn to individuals who seem to share our interests, values, attitudes, and personality.)
3. Reciprocal Liking - (We tend to like those who we perceive like us.) - 85Exchange TheoryA cost-benefits analysis that weighs the benefits of a particular relationship against any costs incurred.
*We may look past some costs if it means a more benficial rewards from maintaining that relationship* - 86Interpersonal RelationshipA connection two people have to each other because of kinship, an attraction, or a power-distribution.
- 87Intimate RelationshipA type of interpersonal relationship that is characterized by a strong emotional bonding, closeness, and interdependence, in which individuals meaningfully influence each other.
- 88Triangle Theory of LoveThree elements of love:
1. Intimacy (feeling emotionally close to and strongly influenced by the other person.)
2. Passion (The physiological drives that produce intense physical attraction and sexual responses and psychological desires and needs expressed as the idealization of a loved oneand constant thinking about that person.)
3. Commitment (A decision to continue a relationship long term.)
Seven types of love related to these key elements:
1. Liking - Only intimacy
2. Infatuated Love - Only Passion
3. Empty Love - Only Commitment
4. Romantic Love - Passion and Intimacy
5. Companionate Love - Intimacy and Commitment *Typically the longest lasting relationships*
6. Fatuous Love - Passion and Commitment
7. Consummate Love - Intimacy, Passion, and Commitment - 89Sexual HarrassmentVerbal or non-verbal communication of a sexual nature that is unwelcomed by the recipient and is likely to interfere with the victim's work. *Stems from power imbalances* Two types defined by the law:
1. Quid-pro-quo Harrassment (when the more powerful person requires sexual favors from the less powerful person in exchange for something in return. *Blatant, unethical communication behavior*)
2. Hostile Environment Harrassment - 90AggressionAny physical or verbal communication that is intended to inflict harm. 2 kinds:
1. Direct Aggression - Hostile communication that targets the victim openly, such as pushing, shoving, physically assaulting, or shouting insults. (Men tend to do this)
2. Indirect Aggression - Hostile communication that intends to harm a targeted person while avoiding identification as an aggressor, such as gossiping, spreading rumors, or sabotaging behind the victim's back. (Women tend to do this) - 91Intimate TerrorismThe most extreme form of relationship violence that involves a violent attempt to take complete control of, or at least to generally dominate a relationship. *Typically ends with someone going to jail for a long time/ very violent acts against victim.* (97% of these acts are committed by men)
- 92Situational couple violenceA product of particular conflicts or tensions within relationships. (Both partners commit about equal amounts of direct aggression. Typically initiated by the female though.)
- 93The principle of least interestThe person who cares less about continuing a relationship is typically recognized as having more power.
- 94Verbal Power indicatorsTwo parts:
1.Powerful and Powerless Language:
Consists of:
a) Hedges (Using unconfident language "perhaps," "might," "kinda.")
b) Hesitations ("Uh," "Uhm," "So....")
c) Tag Questions ("Okay?," "Right?")
d) Disclaimers ("You may disagree with me, but...")
e) Excessive Politeness ("I'm extremely sorry,")
2. Gender and culture differences
(Men are generally more verbally aggressive, direct, opinionated, judgmental, argumentative, and are more inclined to attack the self-concept of others (Dominance) than women. Women typically use powerless speech.) - 95Non-verbal Power indicatorsa) Clothing (Suits)
b) Touch (More powerful can touch less powerful more often)
c) Eye contact (Less powerful person cannot stare at more powerful person, usually looks down)
d) Space (More powerful - more space)
e) Ignoring (Silent treatment) - 96Communicating ContemptFour ways:
1. Verbal Insults and Name-Calling
2. Hostile Humor (Laughing at anothers expense)
3. Mockery
4. Contemptuous Body movements (Sneering, Rolling eyes, Flipping off) - 97Power ResourceDefinition: Anything that enables individuals to achieve their goals, assists others to achieve their goals, or interferes with the goal attainment of others. (Primary Resources - Information (When it is restricted or scarce), Expertise (When a person is perceived to have the requisite skills, abilities, knowledge, and background, and they are trustworthy), Legitimate Authority (When a person is perceived to have a right to direct others' behavior because of his/her position, title, role, experience, or knowledge *Should be skeptical towards legitimate authority and decide when to defy and when to obey*), Rewards and punishment (Rewarding causes rewarding behavior, punishing causes rebellion), and Personal Qualities (Charisma - Good looks, an attractive personality, dynamism, persuasive skills, warmth, and charm.) *A person does not possess power but is granted power by others*
- 98PowerThe ability to influence the attainment of goals sought by you or others. *Power is relational and transactional, it doesn't reside in the individual* **Power is not dichotomous, it lies upon a degree between powerless and powerful, but no one person has absolute power or no power** Three forms of power:
1. Dominance
2. Prevention
3. Empowerment
Four indications of power:
1. Those who can define others
2. Who cares less about maintaining a relationship
3. Whose decisions are followed
4. Behavioral inhibition - 99DominanceThe exercise of power over others; A competitive win-lose transaction. *Results from dichotomous thinking - you either win the argument or lose it*
**For every increment of power lost from you, the "winning" person gains that increment** - 100PreventionPower used to thwart the influence of others. *competitive - a comeback from a domination* **Also win-lose oriented**
- 101EmpowermentPower derived from enhancing the capabilities, choices, and influence of individuals and groups. *Positive, cooperative, and constructive use of power* **Power is not seen as a win-lose, only a win-win. Power can grow with both parties**
- 102Definition of PowerThe ability to influence the attainment of goals sought by you or others.
Information
- Description
- Flashcards on Comm10 FINAL CH.1-11, created by VinDancer on 01/05/2013.
- Created by
- VinDancer
- Views
- 37
- Rating