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Ch 9: Group Process

2+ people who interact & are interdependent in the sense that their needs & goals cause them to influence each other group
shared expectations in a group about how particular people are supposed to behave social roles
qualities of a group that bind members together & promote liking between them group cohesiveness
when people are in the presence of others & their individual performance can be evaluated, social facilitation
concern about being judged evaluation apprehension
when people are in the presence of others & their individual performance cannot be evaluated social loafing
tendency to focus on & care about personal relationships with others relational interdependence
defining oneself in terms of relationships to other interdependence view of the self
the loosening of normal constraints on behavior when people cannot be identified deindividuation
any aspect of group interaction that inhibits good problem solving process loss
the combined memory of a group that is more efficient than the member of individuals transactive memory
a kind of decision process in which maintaining group cohesiveness & solidarity is more important than considering the facts in a realistic manner group think
tendency for groups to make decisions that are more extreme than the initial inclinations of their members, extreme in the same direction as the initial predispositions of their members group polarization
all individuals bring to the group a set of arguments supporting their initial recommendation persuasive arguments
when people discuss an issue in a group, they first check how everyone else feels social comparison
the idea that certain key personality traits make a person a good leader; regardless of the situation great person theory
leaders who set clear, short-term goals & reward those who meet them transactional leader
leaders who inspire members to focus on common, long-term goals transformational leader
the idea that effectiveness of a leader depends both on how task or relationship oriented the leader is & on the amount of control they have over the group contingency theory of leadership
leaders who are concerned more with getting the job done than workers feelings & relationships task oriented leaders
leaders who are concerned more with workers feelings & relationships relationship oriented leaders
conflict in which most beneficial action for an individual will have harmful effects on everyone social dilemma
form of communication between opposing sides in a conflict in which offers & counteroffers are made & a solution occurs when both sides agree negotiation
a solution to a conflict whereby the parties make trade-offs on issues, with each side conceding the most on issues that are unimportant to them but important to the other side integrative solution
Created by: nsibley
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