Exam 2 study guide
Exam 2 study guide CRS 333
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This 4 page Study Guide was uploaded by Alyson Forman on Monday November 16, 2015. The Study Guide belongs to CRS 333 at Syracuse University taught by M. Lopoo in Summer 2015. Since its upload, it has received 89 views. For similar materials see Small Group Communication in Journalism and Mass Communications at Syracuse University.
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Date Created: 11/16/15
CRS 333 Study Guide Test 2 Chapter 7 1 Know what quali es a small group as a team All teams are groups but not all groups are teams 4 principal characteristics that differentiate teams from groups 1 Level of cooperations the working together imperative Collaborative interdependence must work together 2 Diversity of skills complementarity members with more diverse skills 3 Group Identity operating as a unit 4 Time and Resources commitment to the team 2 Know what a superordinate goal is Cooperative goal that overrides differences among members because it supersedes less important goals that are competitive 3 Know what individual accountability is A minimum standard of effort and performance for each team member to share the success 4 Know how teams effectively establish a team identity Symbolic Convergence Solidarity Symbols Team Talk Symbolic Convergence fantasy themes connected stories Solidarity Symbols unifying with uniforms Team Talk the language of we use we team accountability 5 Know what it means to have autonomy in teams Degree of freedom independence and discretion in work 6 Understand formal role designation in teams team leader makes determinations regarding role designations Chapter 8 1 Know what group polarization is and how it happens the group tendency to make a decision after discussion that is more extreme either riskier or more cautious than the initial preferences of group members Happens because of normative and informational in uences Normative In uence social comparison individuals will shift to the perceived expectations of the group Informational In uence persuasive arguments individuals will shift when exposed to arguments that were not available when initial decisions were made 2 Know what groupthink is how it happens and how to prevent it a mode of thinking that people engage in when they are deeply involved in a cohesive group when the members strivings for unanimity override their motivation to realistically appraise alternative courses of action Primary symptoms overestimation of group s power and morality close mindedness pressure toward uniformity How to Prevent recognize when it first begins minimize status difference seek info that challenges emerging concurrence develop norm that legitimizes disagreement 3 Know what information overload is and how to prevent it When the rate of info ow into a system andor the complexity of that info exceed the system s processing capacity How to Prevent screening info shutting off technology specializing becoming selective limiting the search narrowing the search 4 Know what inferences and collective inferential thinking are Collective Inferential Thinking individuals are inclined to make inferential errors magnified in groups Inferences conclusions about the unknown based on the known Making inferences is not a problem in itself it is a natural process Chapter 9 1 Know what a stand aside is A team member continues to have reservations about the group decision but when confronted does not wish to block the group choice 2 Know the differences in questions of fact value or policy Question of Fact asks whether something is true and to what extent Question of Value asks for an evaluation of the desirability of an object idea event or person Question of Policy asks whether a specific course of action should be undertaken to solve a problem 3 Know the rules for discussion when seeking group consensus Unanimity consensus agreement commitment satisfaction 1 follow standard agenda 2 establish cooperative group climate 3 identify the pluses and minuses of potential decisions 4 discuss all concerns of group members and attempt to resolve every one 5 avoid adversarial winlose arguments 6 request a stand aside when stalemated 7 avoid con ictsuppressing techniques 8 seek supermajority if consensus not possible 4 Know when majority rule may be advantageous Majority Rules deliberations shorts better when issues aren39t very important decisions must be made quickly and when commitment of all members to the decision isn39t important 5 Know the steps of the Standard Agenda 1 Problem Identi cation 2 Problem Analysis 3 Solution Criteria 4 Solution Possibilities 5 Solution Evaluation and Selection 6 Solution Implementation Chapter 11 1 Know whether or not con ict can be bene cial to groups low levels or absence of con ict can lead to complacency and groupthink moderate amounts of con ict can be a constructive force in groups if the con ict is managed competently can instigate positive change and promote problem solving 2 Understand the different styles of con ict management and when to use them Collaborating problem solving winwin cooperative approach that attempts to satisfy all parties recognizes the interconnections between the task and social components of groups and deal directly with both requirements 3 key components confrontation integration and smoothing Accommodating yields to the concerns and desires of others someone using this style shows a high concern for social relationships but low concern for task accomplishment Compromising we give up something to get something loselose style because neither party is ever fully satisfied with the solution choosing a middle ground someone using this style shows a moderate concern for both task and social relationships in groups Useful when an integrative solution cant be achieved when a temporary settlement is the only feasible alternative or when the issues involved aren39t considered critical to the group Avoiding withdrawing form potentially contentious and unpleasant struggles groups usually change the subject under discussion soon after a period of disagreement among members someone using this style shows little concern for both task and social relationships in groups Use if you are a lowpower person in a group and the consequences of confrontation are potentially hazardous to you Competing communicated in a variety of ways that are likely to produce destructive con ict threats criticism contempt hostile remarks sarcasm ridicule intimidation etc Aggressive not assertive Winlose style someone using competing or forcing style shows high concern for task but low concern for relationships Good for eliminating troublemaker 3 Know when confrontation should be used to manage con ict in a productive way for all parties groups have to decide which issues and concerns are priorities and which are tangential directly addressing the problem 4 Know what constructive con ict is characterized by weoriented deescalating cooperative supportive and exible communication patterns competent communication in action principal focus is on trying to achieve a solution between struggling parties that is mutually satisfactory to everyone allows con icting parties to maintain cordial relationships with agreeing to disagree
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