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comm 227 test 2 Flashcards | StudBud
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comm 227 test 2
comm 227 test 2
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1
when members of the team take on leadership behaviors to influence the team and maximize effectiveness
shared or distributed leadership
maintenance leadership
separation of power
harmonizer
2
what is information overload?
when a group has too many members talking at the same time
when rate of information flow exceeds capacity to process that information
when there is too much information that a group can use
the excess input of information to a group
3
leaders should listen effectively
False
True
4
a strategy for promoting empathy, can see more clearly constraints of a role, ex: undercover boss
role reversal
disruptive roles
example of role flexibility
role fixation
5
leadership style characterized by complete freedom for group to make decisions, avoidance of leadership
social leadership style
socialism leadership style
totalitarian leadership style
laissez faire leadership style
6
a leadership style characterized by considerable input from group members
democratic leadership style
laissez-faire leadership style
situational leadership style
social leadership style
7
leaders need to be rigid and inflexible when expressing their views
False
True
8
seeking out alternatives for info may contradict the bias belief
cherrypicking
bias of rationalization
conflict of bias
rationalization of disconfirmation
9
8 guidelines to achieve consensus (pick two)
challenge conflict, refrain conclusions, no g. think, analyze
use critical thinking, define solution, implement them, resolution
avoid win-lose arguments, stand aside,avoid conflict suppression, supermaj
follow standard agenda, coop climate, identify + and -, discuss concern
10
require give and take,time to produce decision difficult to achieve best way when everyone agrees, hard to get,size hard
factors of unanimity rule: consensus
factors of unanimity rule: challenges
factors of unanimity rule: conclusions
factors of unanimity rule: consequenses
11
extract maximum productivity
task roles
role cohesion
role fixation
maintenance roles
12
how to combat group polarization?
separate group into smaller sections of like-minded members
have group discussion and improve connectiveness
squash opposing views and pick one way of thinking
encourage alternate views, discussion, devil's adv.
13
phrases and functions of decision making: what is the multiple sequence model?
Pool (1963) pic groups move along 3 activity tracks: task, relation, topic
Dewey (1911) states that one must use critical thinking model to resolve
model that makes use of the teachings of murphy's law
model made from PERT that is used when discussion turns to conflict
14
tendency to view world in terms of only two opposing possbilities when others possibilities are available, either-or
false-dicotomies
psychological polarization
all/ nothing process
cherrypicking
15
the acting out of a specific role and that role no matter the situation
role theory
role cohesiveness
role fixation
devil's advocate
16
four C's of team goals
clear, cooperative, challenging, commitment
caring, creativity, cooperative, cohesion
cohesion, commitment, caring, challenging
creativity, cohesion challenging, cooperative
17
what are consequences of information underload?
members leave the group
mass conflict among members of the group
goal is not met within the deadline
poor quality decisions
18
groups typically emdorse wouldbe leaders who seem interested in advancing self oriented goals than group goals
True
False
19
how do teams develop identity?
group roles, cohesion, talking it out
group bonding, task planning
fantasy themes, solidarity symbols, team talk
icebreakers, group connections, individualism
20
what does PERT stand for?
program, evaluation, review, technique
presentation, evaluation, resolution, technology
21
leadership associated with management that strives to maintain status quo efficiently
high leadership
low leadership
emergent leadership
transactional leadership
22
what is collective inferential error? (it's a group thing)
too much groupthink
inferences are drawn from a faulty or limited base
group is given wrong information and cannot analyze the problem
too much input has been given
23
screening info, shutting off tech, specialization, selectivity, limiting the research, narrow the search
consequence
cope
scope
challenge
24
what are the steps of standard agenda
identification,problem analysis, criteria, suggestion,evaluation, implement
define, discuss, challenge, solve
argue, resolve groupthink, challenge errors, resolve
analyze the problem, brainstorm, form an opinion, resolve
25
how to cope with confirmation bias?
have one on one meeting, then a group meeting, discuss
seek disconfirming info, present this evidence, devil's adv, gather allies
seek out a member with incorrect information, ask them to change their mind
make a list of all possible outcomes, then a pros and cons list, analyze
26
how to cope with false-dichotomies
make a list of pros and cons
reevaluate the problem
discuss privately with the group leader
be suspicious of absolutes, employ languafe of provisionalism
27
focus on providing increased service to others, goals of both followers and group, rather to oneself
emergent leadership
servant leadership
divergent leadership
convergence leadership
28
what are the specific sources of inferential error?
propose question, experiment, ask group for input from each member
draw a conclusion, disscuss, make a decision
vividness, unpresentativeness, correlations thought to be causation
present, analyze, challenge
29
group potency, meaningfulness, autonomy, impact
four criteria for group roles
four dimensions of empowerment
30
group tendency to make decision after discussion that is extreme than initial preferences of group.
totalitarian group think
political analysis
group polarization
democratic representation
31
info avalanche is growing at expenontial rate, causing info overload to increase over years
cope
scope
consequences
challenge
32
leaders need to display emotional intelligence
False
True
33
process for group implementation of decisions by anticipating driving/ restraining forces
solution implementation: forcefield analysis
solution implementation: front analysis
solution implementation: groupthink analysis
solution implementation: consensus analysis
34
Features of an environment that affect the degree to which individuals yield to group pressures
high risk variables
social variables
conflicting variables
situational variables
35
example of role flexibility
recognizing group is getting off topic and bringing them back on task
using your role strictly
delegating work to each person equally
realizing someone is talking too much and asking them to quiet down
36
no duplicate roles, must have every group function covered by a member in a specific role no duplication or effort
importance of teamwork
importance of team members
importance of a team
importance of group roles
37
capacity to recognize the current requirements of a group and enact specific behaviors most appropriate in each context
role flexibility
maintenance roles
role fixation
role theory
38
individuals' expectations beliefs and assumptions about what constitutes an effective leader
implicit theories of leadership
high leadership
low leadership
emotional intelligence theory
39
an emergent leader is percieved by others as the most influential member of a group regardless of their life
False
True
40
tendency to attribute organizational outcomes to the acts and doings of leaders
transformational leadership
transactional leadership
emergent leadership
romance of leadership
41
john dewey process, structured method places emphasis on problemsolving in groups to counter premature considerations
why devil's advocate was developed
why standard agenda was developed
why groupthink agenda was developed
why cohesiveness was developed
42
level of cooperation, diversity of skills, group identity, time and resources
characteristics of flexibility
characteristics of a team
characteristics of social cohesion
characteristics of a group role
43
people engage in when they are too involved in a cohesive group, members override motivation to appraise alternatives
hindsight bias
cliques
excess cohesion
groupthink
44
the ability to percieve, express, understand, and regulate emotions
leadership
charisma
emotional intelligence
romance of leadership
45
influence process, directed toward pos. change reflects mutual purposes of group and largely achieved by competent comm.
leadership
emotional intelligence
influentialism
charisma
46
MSM: what are the 3 principal paths to reaching decisions?
challenge, evaluate, solve, present
unitary sequence- rigid, complex cyclic- prob sol. cycle, solution oriented
47
flows top down enemy of empowerment quality circles self mamaging teams
hierarchy of organizations
hierarchy of group members
48
playing different roles that contradict one another creates tenstion, choose important role, ex parent/ student
devil's advocate
role flexibility
role of conflict
maintenance role
49
officially recognized in their leadership role may be appointed by people inside/ouside the group
elected official
charismatic leadership
emergent leaders
designated leaders
50
seeking information while ignoring contradictory information
cherry picking
confirmation bias
superiority thinking
hind-sight bias
51
leaders should talk the most during group discussion
False
True
52
a leader explains and clarifies decisions but also convinces followers to accept directives (pick 2)
situational leadership: selling style
directive. high task, high relationship
situational leadership: telling style
directive, high task, low relationship
53
teachers and facilitators, encourage skill building, meaningful responsibility, prob solving resp, mistakes are learning
effective team leaders
poor team leaders
54
proposes leaders should adapt leadership style based on types of people they are leading and requirements of task
high leadership model
democratic leadership model
social leadership model
situational leadership model
55
centralizing authority making decisions alone and expecting followers to simply follow instructions
abuse of leadership
autocratic leadership style
laissez-faire leadership style
totalitarian leadership style
56
leaders percieved to be highly transformational
charismatic leaders
transformational leaders
emotional intelligence
high leaders
57
establishes minimum standard of effort and performance to share success, feedback to catch errors, focus on improvement
group accountability
individual accountability
individualism
charisma theorem
58
what are the 5 functions of the function perspective?
implementation, connection, analysis, skill building, division of answers
problem analysis, estab criteria, alternate solutions, +/- consequenses
59
how to cope with info underload?
open line of comm, find balances over/underload through crit thinking
remove any outside factors, shut off technology
expand the input of information, analyze the problem
ask menmbers kindly to leave the group, close connections
60
what causes information underload
too much openness, too much sharing
lack of sharing, too much closedness
not enough members in the group
too many members in the group
61
process of analyzing ideas and info to reach judgements and conclusions (bad outcomes not defective decision making)
critical behavior bias
inferential error analysis
analysis of throughput
critical thinking
62
have experience and problem-solving abilities, deep diversity, develop comm. competence through training
team members
group rules
team builders
team skills
63
constellation of personal attributes that people find attractive in an individual and influential subjective byfollowers
emergent leaders
emotional intelligence
charisma
designation
64
a leader encourages shared dec. making with special emphasis on relationships (pick 2)
non-directive, low task, low relationship
situational leadership: Delegating style
situational leadership: participating style
non-direcrive, low task, high relationship
65
why do groups polarize?
social comparisons and group norms, persuasive arguments
informational overload
vast differences of political views of members
too much connectiveness amongst group members
66
what are the two general conditions necessary for groupthink to occur?
cliques and social outcasting
group is too open to ideas, excess information
group is too small and too much closedness
excessive cohesiveness and concurrece seeking
67
impairs critical thinking indecisiveness, fosters attention
consequence
challenge
cope
scope
68
example of role fixation
a parent telling child they can't play past a bedtime
recognizing group is getting off topic and bringing them back on task
a police officer is always "on"
a judge sentencing someone
69
leaders are not expected to be relevantly knowledgeable
False
True
70
T/F the devil's advocate does NOT challenge prevailing points of view
True
False
71
conclusions about the unknown based on what's known
inferences
drawing conclusions
assumptions
collective data error
72
a leader allows the group to be self-directed (pick 2)
non-direcrive, low task, high relationship
non-directive, low task, low relationship
situational leadership: Delegating style
situational leadership: participating style
73
focus attention on the individual
disruptive roles
role fixation
role reversal
maintenance roles
74
someone who has no conscience and feels no remorse or empathy
anti- emotional intelligence
noncharismatic leadership
narcissist
psychopaths/sociopaths
75
what is Murphy's law?
law stating a solution can always be met
law stating anything that can go wrong, likely will, somewhere, sometime
law stating that one must be given retribution if wronged in argument
law stating that communication has consequences
76
the relative importance power or prestige accorded to a role Power disparities can cause conflict EX doctor and nurse
role flexibility
task roles
role status
maintenance role
77
problem identification: how to phrase questions?
questions of fact, of value of policy
questions of morality, truth, falsehoods
78
what the final step should look likeSpecify events that must occur before solution implementsteps chronologically
Steps of PERT
steps of critical analysis
79
leadership enabled by a leader's vision and inspiration, exerts significant influence, linked to charisma
leadership of charisma
designated leaders
transactional leadership
transformational leadership
80
three ways to explore infomation overload
leader, harmonizer, devil's advocate
scope, consequences, coping
input, throughput, output
scopel, challenge, coping
81
leaders are not expected to always participate in group discussions and can be non-committal to the group
False
True
82
insufficient information available to group
information overload
information underload
lack of input
social loafing
83
A leader provides instructions on task and supervises the performance of followers little focus on social relations (2)
directive, high task, high relationship
situational leadership: selling style
directive, high task, low relationship
situational leadership: telling style
84
a small number of people with skills committed to a common purpose set of performance goals and approach,hold selves acc
social cohesion
team
connectiveness
group role
85
capacity to recognize the current requirements of group and then enact role-specific behaviors appropriate in context
role cohesiveness
role fixation
role theory
role flexibility
86
individuals who regard themselves as better than others and are constantly trying to win admiration of others
narcissists
abuse of leadership
sociopath
noncharismatic leadership
87
extent to which a follower demonstrates ability to accomplish a specific task, a leader must consider
flexibility
cohesiveness
connectiveness
readiness
88
how do groups adapt newcomers and challenge of acceptance?
embrace: embrace your new group, collaborate: with newcomers
create: create roles, role flexibility: be open
conduct: through reconnaissance/ play: the role newcomer, seek: seek mentor
build cohesion: strengthen, friendship: helps newcomers
89
general state of mutual agreement where all legitimate concerns have been addressed to satisfaction in group
conclusion
solution
consensus
resolution
90
there is no single, systematic discussion to procedure that guarantees effective decision making and prob solving
function perspective
theory of bias
PERT in analysis
discussions of consequences model
