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| An umbrella term for all careful, systematic, and self-conscious discussion and analysis of communication phenomena. |
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A pattern for thinking.
Categorization of theoretical concepts organizes different examples. Grouping together of similar things; therefore allowing us to compare paradigms. |
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| Objective and Interpretive |
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| The two parts of the Paradigmatic Continuum. |
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One of the two types of the Paradigmatic Continuum. Multiple interpretations of reality.
RESEARCH |
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One of the two types of the Paradigmatic Continuum. Fairly biased free.
GENERALIZED STATISTICS |
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| Social Science: research based on scientific method. Many things in few details. |
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| The OBJECTIVE approach to research. |
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| Understanding one perspective, few things in great detail. |
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| The INTERPRETIVE approach to research. |
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| Uncertainty Reduction Theory (URT) |
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| Focuses on: when two people meet for the first time. |
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| Be able to predict what is going to happen. |
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| If you want something from them. |
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| Future Interaction - How many times will I see this person again? |
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| Reason #1 to Reduce Uncertainty |
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| Incentive Value - What will I get out of this person? |
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| Reason #2 to Reduce Uncertainty |
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| Deviance - I haven't interacted with someone like this before. |
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| Reason #3 to Reduce Uncertainty |
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| A self evident truth; requires no additional proof. |
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| A very systematic way of different approaches people use for the Uncertainty Reduction Theory. |
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| The Contribution of the 28 Axioms |
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| Also known as the interactional approach. Wholeness; importance of all parts, dysfunctional patterns are systematically based. |
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| A type of Feedback that ALLOWS change to occur. |
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| A type of Feedback that MAINTAINS the status quo. |
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| This type of language tells us WHAT game is being played. |
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| This type of language tells us HOW TO PLAY the game. |
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| Axiom 1 of Communication. You CANNOT NOT Communicate. |
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| Axiom 2 of Communication. The way you say things, body language. |
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| One of the 2 types of Axiom 2 of Com. This is WHAT is said, it is verbal. |
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| One of the 2 types of Axiom 2 of Com. This is HOW you said it, real meaning. |
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| Axiom 3 of Communication. Searching for information and compatibility to reduce uncertainty. |
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| Axiom 4 of Communication. Deciding what to say in certain situations. |
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| One of the 2 types of Axiom 4 of Com. This is trying to minimize the difference in Communication styles. |
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| One of the 2 types of Axiom 4 of Com. This is maximizing the differences in Communication style. |
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| Axiom 5 of Communication. It is closely associated with Self Disclosure, and is an "I Share-You Share" type of thing. |
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| Axiom 6 of Communication. How much your communication reflects you. |
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| Axiom 7 of Communication. Your reaction after the first encounter. |
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| Axiom 8 of Communication. How we can trace who is connected to who. |
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| What is the primary goal of the Systems Approach? |
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| The capacity one has to practice control over another. |
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| The actual behavioral practices one practices over another. |
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| A's capacity to confer B with awards. |
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| A's capacity to manipulate B. |
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| A is a role model that B can identify with. |
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| A's technical and unique knowledge over a subject B needs. |
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| One of the 3 types of relational coding. Taking control of the conversation. (ex. instructions, orders, changes of topic, contradiction, initiating conversation) |
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| One of the 3 types of relational coding. Yielding control of the conversation. (ex. Agreement, Questions that seek supportive responses, Questions that continue present dialogue) |
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| One of the 3 types of relational coding. Neutralize control of the situation. (ex. Non-completes, Extensions, Unclear.) |
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| A type of interaction where 2 people are either both deferring or controlling. |
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| Complimentary Interaction |
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Definition
| A type of interaction where one person is controlling and one is deferring. Does not always have to be the same person in both spots. |
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| Use strategies to benefit yourself, better way to relate your message to an audience, a way to look objectively at how control is playing out, and it allows people to break out of the never ending cycle of dysfunctional games. |
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Definition
| What are the purposes of Coding? |
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| It is a way of life shared by a group of people that is passed down from generation to generation, and it has to be learned. You are not born with culture. |
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Definition
| How is culture socially constructed? |
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| Interpretive Approach to Culture |
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Definition
| This belief suggests that culture is something we DO. It is more about deep systems of meaning and our goal is to UNDERSTAND, not necessarily predict. |
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| Social Science Approach to Culture |
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Definition
| This belief suggests that culture is something we HAVE, it is an external variable that is the same throughout humanity. Goal is to PREDICT and CONTROL. |
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| Culture that has certain things affiliated to other things with an assigned and agreed upon meaning. |
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| Culture that has been developed through and within certain artifacts that are deemed significant. |
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| A type of culture that places more emphasis on the INDIVIDUAL. (ex. America) |
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| A type of culture that places more emphasis on the GROUP. (ex. Japan) |
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| This context of culture stresses implicit (not explicit) verbal and non-verbal communication. |
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| This context of culture stresses explicit verbal communication. (Not non-verbal) |
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| Established rules of what behavioral is acceptable. Part of your culture. |
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| Communication Accommodation Theory (CAT) |
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| A theory that is centered around accommodating and gaining approval from another culture group. Can be used with ANY culture. |
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| A part of the CAT that is concerned with becoming more similar to another culture. Involves adapting your communication style and discourse management. |
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| A type of CAT Divergence. Persisting with your original style. Also known as Under Accommodation. |
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| A type of CAT Divergence. Trying too hard to converge. (ex. Ordering in Spanish at a Mexican restaurant). |
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Convergence as positive.
Divergence as negative. |
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| How do listeners respond to divergent communication strategies? |
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| Your public self image and reputation. |
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| This is directly observable, and based off of your actions. |
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| This type of face taps into our need to be seen as INDEPENDENT and self directed and need for freedom of action. It is negative. |
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| This type of face taps into our desire for INTERDEPENDENCE and the need to be desired by others and belong to a desirable group. It is positive. |
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| This type of FTA threatens independence. |
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| This type of FTA calls your group membership into question. |
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| How structured the group is. |
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| People working towards the same thing, the outcome is what the group wants accomplished. |
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| People working together for some reason or an individual working for themselves. |
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| If you can trust everyone to do their own work in the group. |
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| 5-7 Members. It is large enough for a diverse range of opinions but small enough to be manageable. |
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Definition
| What is the ideal size for a small group and why? |
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| Effective groups are more efficient and/or productive & accomplish better work. |
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Definition
| What are the PROS of working in a group? |
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| Ineffective groups can be highly unproductive. Peer pressure can cause bad decisions. |
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| What are the CONS of working in a group? |
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| One of the 4 stages of group development. Includes awkward, polite communication. Little conflict. High ambiguity. |
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| One of the 4 stages of group development. Includes conflict and a struggle for leadership. |
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| One of the 4 stages of group development. In this stage conflict settles and group norms develop. |
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| One of the two types of norms. These are stated and/or written and consciously agreed upon. |
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| One of the 2 types of norms. These emerge over time and are not stated or discussed. |
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| One of the 4 categories of norms. These are task oriented. (ex. Logistics and meeting procedures). |
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| One of the 4 categories of norms. These are about power and control. (ex. Leadership styles). |
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| One of the 4 categories of norms. These are the appropriate behavior regarding your role in the group. |
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| One of the 4 categories of norms. These are goal oriented and relate to your standards. |
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| One of the 4 stages of group development. Here, the group is working effectively/efficiently with little conflict. Accomplishing goals. |
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| One of the 4 functions of effective decision making. Assessment of nature, extent, and probable causes of problem. Diagnosis Groups often fail at this task. |
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| One of the 4 functions of effective decision making. Establish criteria to evaluate alternatives. |
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| Identification of Alternatives |
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| One of the 4 functions of effective decision making. Includes positive and negative biases towards looking for different solutions. |
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| Evaluation of Positive and Negative Characteristics |
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| One of the 4 functions of effective decision making. Uses criteria to test options. |
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| NOT a mere conduit of information, it is an active social constructing process. |
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Definition
| What is the role of communication? |
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Definition
| Not finding the BEST answer to a situation, but finding a SUITABLE one. |
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| True - His goal was to center the role of communication. Context matters but doesn’t determine communicative interaction. |
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Definition
| True or False - Poole believed that ~25% of groups followed the phase model (forming, storming, norming, and performing?) |
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| One of the two aspects of structuration theory. These are made up of multiple structures. |
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| One of the two parts of structuration theory. These are patterns of action that prevail across time and space. |
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| One of the 2 types of structures. These have to do with formulas for action. |
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| One of the 2 types of structures. These are anything available to us in action, material or non-material, created through human interaction. |
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| Simultaneous production and reproduction. Structure is both the medium and the outcome. |
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| The ability to choose and act. We are not destined to simply REproduce structure. Individuals have a choice and can act against norms. |
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| The assurance that by publicly involving ourselves, we will not experience harm. (physically and/or psychologically) |
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| Agents capacity to practice within a specific social domain. How secure/safe you feel in different contexts. High level of security translates into high levels of competence. |
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| This type of management's metaphor is a MACHINE and all of the employees are replaceable cogs. This leads to very low job security. |
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| This type of management's metaphor is a FAMILY and is based around the idea that happier workers work harder. Communication flows more openly. |
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| This type of management's metaphor is a TEAM and employees are encouraged to work, feel, and think. Innovation/employee creativity. Employees are assets, Decision making. Very open flow of communication. |
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| This type of management's metaphor is BIOLOGY and revolves around interdependence, equifinality, and the outside environment. |
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| A part of the Systems style of management that claims if something happens to one element it is going to affect everything else. |
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| A part of the Systems style of management that claims many paths to the end result. (ex. Being tired from not eating, or eating too much.) |
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| How things outside of an organization effect the organization itself. |
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| A type of organizational structure. Hierarchy is strict and rigid, upward/downward ordering of tasks and commands. (classical approach) and span of control, which is the number and breadth of employees under a supervisor. |
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| A type or organizational structure. Has some similarities with bureaucratic structure, except information flows sideways as well. |
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| A type of organizational structure. The ‘Google’ type of organization. Still have structure, but the structure is much more fluid and flexible. Communication flows better throughout the organization. |
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| Similar themes to a group of 62 organizations that were deemed 'excellent' by organizational experts. |
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Definition
| How are Excellent Organizations defined? |
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| The characteristics of the 62 Organizations and how other organizations could implement them. |
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| How are Excellent Organizations prescribed? |
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Bias for action (react quickly and do not spend excess time planning and analyzing).
Stick to the knitting (Focused on what they do well and avoid radical diversification).
Close relations with customers (gear decisions & actions to customers). |
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| What are the three Dimensions of an EO? |
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| This model is rooted more in anthropology than in EO. It DESCRIBES culture as fragmented, partial, and always emergent. It claims that culture cannot be controlled. |
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| One of the 3 levels of culture according to Schein's Onion Model. The OBSERVABLE behavioral patterns; use of our time, stuff we do, and how we arrange our environment. This is the OUTSIDE of the onion. |
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| One of the 3 levels of culture according to Schein's Onion Model. The promoted expression of what OUGHT to be. Accounts of why norms are good. The INNER LAYER of the onion. |
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| One of the 3 levels of culture according to Schein's Onion Model. The core ideas that make artifacts/values intelligible. These might include: reality/truth, time, space, human nature, human activity, and human relationships. The CENTER of the onion. |
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| This is an extension of the interpretive paradigm, and extends the continuum to include power and control. It was created by Karl Marx. |
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| The theory that reality is socially constructed by those in power to marginalize others and reach the end goal of emancipation. |
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Definition
Workplace values extend into non-work life, including;
1. Cooperate hospitals, day care
2. Average 50 hr week
3. Life choices depend on work situation
4. Education system |
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| Value Free, Create social reality. |
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Definition
| Communication is NOT ______, it is the medium through which we __________. |
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| This is the means through which systematically distorted communication is able to prevail. It exists whenever potential conflict is suppressed. Disqualification and naturalization are part of this. |
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