Study Comm Flash Cards

 
Pile Management Card
Comm

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Quote to remember
"it is more important to be heard than understood"
good listening skills
-stop
-look
-listen
-ask questions
-paraphrase content
-paraphrase feelings
description on how to give feedback
-use first person-singular language (I vs. we or you)
-make your descriptions specific
-eliminate editorial comments - uses the "I" statements form without the supportive intent or phrasing
-requires appropriate tone, eye contact, gestures, and body language
disconfirming
responses cause people to value themselves less
confirming
-responses cause people to value themselves more
Supportive v defensive
-evaluation v description
-control v problem orientation
-manipulation v assertiveness
-indifference v empathy
-superiority v equality
-certainty provisionalism (flexible/adaptable)
conditions for constructive competition
1. winning isn't everything
2. opponents are equally matches
3. there are clear, specific rules that ensure fairness
MEGA
Mutually
Exclusive
Goal
Attainment
MIGA
Mutually
Inclusive
Goal
Attainment
cooperation vs competition
MIGA v MEGA
What is climate?
-the environment, the feeling you get off of the group
-the factors that allow you to have the felling about your group
-how do you know if you're getting along?
-how did you end up with that climate?
red herring
distraction through irrelevant facts or arguments
hasty generalization
conclusions from too little evidence
bandwagon
everybody is in favor
either - or
only two approaches to a solution
Reasoning fallacies
either or, bandwagon, hasty generalizations, attaching person, red herring
How to prevent group think
-recognize
-min status difference
-seek info that challenges emerging concurrence
-develop norms that allow for disagreement
*How do individuals contribute to group think*
-action anxiety: don't rush into a decision
-negative fantasy: avoid a conflict b/c you don't want to think of what could happen
-fear of separation: belonging issue
Group think
-critical thinking isn't encouraged or rewarded
-members believe their group can do no wrong - arrogance
-members are too concerned about justifying their actions - close mindedness
-members apply pressure to those who don't support them - uniformity issues
-members often believe they have reached true consensus
Inferences
-uncritical thinking
-conclusions about the unknown based on the know
-guesses varying by degrees from educated from uneducated
-drawn from previous experiences, factual data, and predispositions
false dichotomies
think in terms of extremes

Tall v Short
Narrow v Wide
combating confirmation bias
1. seek disconfirming info and evidence
2. vigorously present disconfirming evidence to the group
3. play devil's advocate
4. gather allies to help challenge confirmation bias
Decision making problems
-confirmation bias
-false dichotomies - either or thinking
-inferences
information underload
too much close-mindedness, it is the bigger problem
how to deal with information overload
shutting off technology, limiting the search
info bulima
binge and purge cycle of info processing (cram for the quiz then forget it)
information overload
impedes critical thinking, promotes indecisiveness, info bulima, ADD
The raw material to critical thinking
underload or overload information
Inquiry
holding conversations where we openly share ideas and develop knowledge about each other's assumptions
Reflection
slowing down our thinking processes to become more aware of how we form our perceptions of things
what questions should you ask to asses accuracy?
-Do these assumptions make sense?
-Do they fit reality as we have understood and lived it?
-Under what conditions do they seem to hold true?
-Under what conditions do they seem false?
3 steps to critical thinking
1. become aware that assumptions exist
2. making assumptions explicit
3. assessing their accuracy and validity by asking questions
critical
think further/beyond analyze the logic, trust your gut feeling component
logic
analyze the date in a factual situation to think what feels right
what does it take to be a critical thinker?
expand your thinking, thinking outside the box, pay attention to details
critical thinking
necessary for brainstorming and decision making
Myths about creativity
-mysterious that can't be learned
-only a few are creative
-creativity just happens
Creativity
-Creativity is more perspiration than inspiration
-Hard work
PERT steps
1. determine what the final step should look like
2. specify any events that must occur before the final goal is realized
3. put the events in chronological order
4. if necessary, construct a diagram of the process to trace the progress of implementation
5. generate a list of activities, resources, and materials that are needed between events
6. develop a time line for implementation
7. match the total time estimate for implementation of the solution with any deadlines
8. specify which group members will have which responsibilities
PERT
Program Evaluation Review Technique
how to put a solution to action
PERT diagram
Evaluating your solution
-T-chart: pros and cons
-multi-voting
-average ranking and rating
Fish bone diagram
problem, possible reasons, why this why that
force field analysis
driving v restraining forces (T diagram)
Journal of six questions
who, what, when, where, why, how
problem quote
"a problem well stated is a problem half solved"
Structured problem solving and decision making
-any method of structuring group problem solving and decision making than no method at all
-agendas keep the discussion on track
-60% task structure
-40% relationship structure
obstacles to quality decision making and problem solving
-lack of process to structure discussion
-members put off by biases, prejudice
-poor planning
-lack of adequate or appropriate resources
-wrong people
-pressure for immediate answer
-poor communication and listening skills
-lack of supportive, positive, open climate
-unsure of problem
-lack of sponsorship
How to achieve consensus
1. follow the standard agenda
2. establish a cooperative climate
3. identify the pluses and minuses of potential decisions under consideration
4. discuss all concerns of group members and attempt to resolve every one
5. Avoid adversarial, win-lose argument
6. request a stand aside
7. avoid conflict-suppressing techniques such as coin flipping and swapping
8. If consensus is impossible despite these guidelines, seek a super-majority (min 2/3 agreement)
Consensus requires
Time, active participation, skills in listening, skills in conflict resolution, skills in facilitating group activities, creative thinking, open-mindedness
Consensus is not
A vote of any kind, a representation of each persons priority or preference
How are decisions made?
Average, majority vote, random choice, minority vote, decision by consensus, guessing
Problem
the process of overcoming obstacles to achieve a goal
Decision
Having to chose from more than one thing (problem)
Consensus is not
A vote of any kind, a representation of each persons priority or preference
How are decisions made?
Average, majority vote, random choice, minority vote, decision by consensus, guessing
Problem
the process of overcoming obstacles to achieve a goal
Decision
Having to chose from more than one thing (problem)
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