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Week 10 Review
Week 10, OB 6000
| Question | Answer |
|---|---|
| What are the "Seven C's"? | Complete, Concise, Considerate, Clear, Concrete, Courteous, and Correct |
| What are two limitations of the Seven C's? | First, they fail to address the need to communicate in different ways, depending on the purpose and context of the message. Second, they assume that the communicator has only a single goal related to the message. |
| What is the purpose of the relational messages? | The purpose is to build trust by establishing credibility and building rapport. |
| What are Informational Messages? | They seek to build trust, the primary purpose of informational messages is to provide facts |
| What are Promotional Messages? | These messages associated with the Compete quadrant are intended to promote action and are labeled promotional messages in the competing values managerial communication framework |
| What are Transformational Messages? | These messages also seek action, but because the action they seek requires change, these messages take on an even more emphatic, forceful character. |
| What does SSAP stand for? | Set, Support, Sequence, Access, and Polish. |
| What is Set? | Set deals with how you handle your audience’s initial mood and expectations. When you “set” your audience, you help them get into the right position physically, emotionally, and mentally to hear, understand, and accept you and your message. |
| What is Climate Set - What Mood Do You Want Them In? | Climate set is the effort you make to establish rapport with the audience and cue them to a mood or style appropriate to the presentation. |
| What is Credibility set - Why Should They Listen to You? | It is the assurance you provide the audience that you are an informed and legitimate speaker |
| What is Content set - Where are you taking them? | It is the road map you provide your audience. |
| What is Support? | It is the substance of your presentation; the major reasons you offer for doing one thing rather than another |
| What are Al Switzer four questions on on support? | What do I mean? Am I specific? How do I know? Do I answer the "so what?" question? |
| What is the Magic Number Three? (Hayden-Elgin formula) | 1. State or present the problem or situation (and frame that problem or situation through a story and key experience). 2. Provide three supporting items: a, b, and c. 3. Conclude with a summary. |
| When do you "Spill the beans"? | Unveil your most important message first, and then support the point with elaboration and details |
| What is creativity? | refers to an ability to imagine new possibilities, envision original ideas, or develop novel uses of existing ideas or technologies |
| What is Innovation? | Refers to a longer process of development and implementation |
| How does creative thinking differ from critical thinking? | Critical thinking is analytical, logical, and results in on answer or just a few alternatives. Critical thinking is often described as vertical, logically moving upward until you arrive at a correct answer |
| What is Divergent thinking? | Describes those moments in which something new and different is emerging. |
| What is Convergent thinking? | Refers to moments when we’re evaluating and judging ideas, and eventually, when we decide which of the ideas we will continue to pursue. |
| ·How does Johari’s “blind spot” create the barrier to creative thinking? | The “blind spot” acts a barrier at times to creativity because we do not question ways of thinking and behaving that simply seem natural to us. |
| What are the top five common barriers to creative thinking? | 1. Resistance to change 2. Fear of making a mistake and fear of failure 3. Inability to tolerate ambiguity 4. The tendency to judge rather than to generate ideas 5. Inability to relax or to permit any new idea to incubate |
| What is brainstorming? | An effective strategy for finding and encouraging collective innovation |
| What is the nominal group technique? | A process that uses brainstorming to generate new ideas and then uses group discussion and systemic voting to choose from among the ideas generated by the group |
| What quadrants do the creative and critical thinking skills lay in? | ***Creative and Critical thinking skills reflect the emphases of the Create and Control quadrants*** |
| What is dialogue? | A Process of working things out through a thoughtful sharing of viewpoints. The free flow of meaning in an atmosphere of mutual trust and respect |
| Under the conditions of dialogue, why is mutual purpose important? | Without clear and agreed-upon purpose, there is little point in investing in dialogue to begin with. - the "entrance condition" |
| Under the conditions of dialogue, what is mutual meaning? | involves each party knowing what the other is actually saying |
| Under the conditions of dialogue, what is mutual respect | demonstrate respect by listening respectfully speaking candidly, and focusing more on solving problems than on placing blame. |
| What are the four basic principles to guide negotiation? | 1. Separate people from the problem. 2. Focus on interests, not position. 3. Generate other possibilities: make the pie bigger. 4. Insist on using objective criteria. |
| What is mediation? | use negotiating skills in helping others resolve problems or reach compromises. |
| What is inefficient disagreement? | Often negotiators make the process a contest of wills: It’s my stubbornness and assertiveness against yours. Some people call this yes-we-will-no-we-won’t cycle |
| What is dovetailing? | to dovetail your needs with the needs of the other party, you have to probe what those needs are and not take the other party’s position at face value |
| What are the three states in Lewin's Force Field Analysis? | Dysfunctional state: any situation that is highly undesirable Extraordinary state: people are at the top of their game Normal-ordinary state: point of equilibrium between the two extremes |
| What are forces for change? | Organizations need to align strategies with the external environment and/or Employees who are empowered are likely to generate new initiatives or ideas for change |
| What are some resistances to change? | Resistance can be structural factors such as limited resources, standardized routines, or organizational culture that values tradition |
| What are the steps to Force Field Analysis? | 1. List the driving forces and resisting forces. 2. Examine each force and assess its strength – not all forces are equal 3. Identify those forces over which you have some influence or control 4. Analyze the list to determine how to implement change |
| What are Bradford & Cohen's 3 vital components to work change leadership? | 1. Creating a shared vision of the future 2. Sharing responsibility and ownership for having that vision 3. Focusing on developing the capacity of the people involved to perform at their best |
| What are the four approaches to implementing change according to Chin and Benne? | Telling, Forcing, Participating and Transforming |
| What is Telling? | This uses logical arguments to implement change and is most consistent with the rational goal quadrant |
| What is Forcing? | This uses forms of leverage such as the threat of being fired, consistent with the control-oriented approach of the internal process quadrant |
| What is Participating? | This fits with the human relations quadrant and emphasizes open dialogue to pursue win-win strategies |
| What is transforming? | This fits with the open systems quadrant and focus on external environment (Moral reasoning: before we take action, we ask ourselves “What is the right thing to do in this situation?) |
| What is Power? | In an organizational setting it is often defined as the capacity to mobilize people and resources to get things done. |
| What are 3 misconceptions about power? | I am the manager, I can do what I want. Power is something people in higher positions exercise over people in lower positions. Supervisors and middle managers are powerless. |
| What are the Five Sources of Power? | Position, Opportunity, Wealth, Expertise, and Relationships |
| What is Relationship Power? | 1. your personal characteristics- ex. charisma, trustworthiness, amiability. Simply, people are more likely to be influenced by you when they like you. 2. your social network- which is sometimes referred to as your “social capital” or network power. |
| What is effective networking? | Effective networking is really about being generous toward helping others, and being willing to ask for help from others. |
| What is legitimate authority? | giving directives with the expectation that they will be carried out |
| What is Rational Persuasion? | using logical arguments as a justification for cooperation |
Created by:
hmoleski
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