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A task or project that a group can complete by cumulatively combining individual members’ inputs. |
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The psychological reaction (mood, feelings, emotions) evoked by a setting. |
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the five dimensions are extraversion, agreeableness, conscientiousness, neuroticism, and openness to experience; |
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authoritarian, or autocratic, leader The democratic Leader The laissez-faire |
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A method for enhancing creativity in groups that calls for heightened expressiveness, post- poned evaluation, quantity rather than quality, and deliberate attempts to build on earlier ideas. |
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Jim Jones is an Example Moral fortitude, Believable...? |
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Two or more individuals sharing the or- ganizational, directive, and motivational duties of the leadership role. |
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Collective Information Sharing (Shared information Bias) |
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The tendency for groups to spend more time discussing information that all members know (shared information) and less time examining in- formation that only a few members know (unshared). |
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Common ingroup identity model |
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recommends reducing bias by shifting group members’ representations of themselves away from two separate groups into one common ingroup category. |
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A task or project that a group can complete by literally averaging together (mathematically combining) individual members’ solutions or recommendations. |
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The tendency to seek out information that confirms one’s inferences rather than disconfirms them. |
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A spiral model of conflict intensification accurately describes the unfolding of violence at Robbers Cave. The conflict began with minor irritations and annoyances but built in intensity. |
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A task that can be completed successfully only if all group members contribute. |
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The prediction that contact be- tween the members of different groups will reduce inter- group conflict. |
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a leader’s success is determined by his or her leadership style and the favorability of the group situation. Genrally this is any analysis of leadership that suggests that the effectiveness of leaders depends on the interaction of their personal characteris- tics and the group situation. |
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Density Intensity Hypothesis |
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An explanation of crowding proposed by Jonathan Freedman, predicting that high density makes unpleasant situations more unpleasant but pleasant situations more pleasant. |
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The markedly greater competitiveness of groups when interacting with other groups, relative to the competitiveness of individuals interacting with other individuals. |
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A task or project that is completed when a single solution, decision, or recommendation is adopted by the group. |
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A form of sensitivity training that provides individuals with the opportunity to gain deep interpersonal intimacy with other group members. |
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The belief that one’s own tribe, region, or country is superior to other tribes, regions, or countries. |
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foot-in-the-door technique |
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A method of influence in which the influencer first makes a very small request that the target will probably agree to; once the target agrees to the minor request, he or she is more likely to agree to the influencer’s more important request. |
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(GROUP) fundamental attribution error (FAE) |
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The tendency to overestimate the causal influence of dispositional fac- tors and underemphasize the causal influence of situa- tional factors. |
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Interpersonal Group Psychotherapy |
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Individuals seeking treatment for a psychological prob- lem who meet as a group with a trained mental health professional. |
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Group performance – reasons to expect groups to succeed |
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Group performance – reasons why groups don’t do as well as expected |
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The tendency for members of a de- liberating group to move to a more extreme position, with the direction of the shift determined by the majority or average of the members’ predeliberation preferences. |
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Overestimation of the group: illusion of invulnerability and illusion of morality Closed-mindedness: rationalizations, stereotypes about the outgroup Pressures toward uniformity: selfcensorship, the illusion of unanimity |
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Implicit leadership theory |
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Group members’ taken-for-granted assumptions about the traits, character- istics, and qualities that distinguish leaders from the people they lead. |
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intergroup conflict vs. intragroup conflict |
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A disagreement between two or more groups
Disagreement between members of the same group. |
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Intimate-Touching to 18 inches Personal-18 inches to 4 feet Social- 4 feet to 12 feet Public-12 feet or more Remote-Different locations |
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A team-learning technique developed by Elliot Aronson and his colleagues that involves assign- ing topics to each student, allowing students with the same topics to study together, and then requiring these students to teach their topics to the other members of their groups. |
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KSAs and their importance |
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Acronym for knowledge, skills, abilities, and other characteristics that are needed to complete a job or task successfully. |
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Leader emergence vs. effectiveness (and predictors of each) |
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A dyadic, relational approach to leadership assuming that leaders develop exchange relationships with each of their subordinates, and that the quality of these leader–member exchange (LMX) relationships influences subordinates’ responsibility, decision influence, access to resources, and performance. |
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Lewin’s Law (Lewin’s law of change) |
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Basic principle of attitude and behavioral change, proposed by Kurt Lewin, stating that individuals are more easily changed when they are part of a group. |
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mediators vs. arbitrators |
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One who intervenes between two persons who are experiencing conflict, with a view to reconciling them.
the disputants pres- ent their arguments to the mediator, who then bases his or her decision on the information they provide. |
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groups created by having individuals work alone and then pooling their ideas (a group “in name” only). |
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A psychological reaction to situations and ex- periences that are so cognitively, perceptually, or emo- tionally stimulating that they tax or even exceed the individual’s capacity to process incoming information. |
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An explanation of po- larization in groups assuming that group members change their opinions during group discussion, generally adopt- ing the position favored by the majority of the members, because the group can generate more arguments favoring that position. |
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Procedural Conflict Process Conflict |
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Disagreement over the methods the group should use to complete its basic tasks. |
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Perception of the fairness and legit- imacy of the methods used to make decisions, resolve disputes, and allocate resources; also, in judicial contexts, the use of fair and impartial procedures. |
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A therapeutic tool developed by Jacob Moreno that stimulates active involvement in the group session through role playing. |
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Realistic conflict theory |
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A conceptual frame- work arguing that conflict between groups stems from competition for scarce resources, including food, terri- tory, wealth, power, natural resources, and energy. |
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The tendency, first documented by Max Ringelmann, for people to become less productive when they work with others; this loss of efficiency in- creases as group size increases, but at a gradually decreas- ing rate. |
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Risky shift -(Phenomenon) |
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The tendency for groups to make riskier decisions than individuals. |
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The tendency to overestimate the amount of influence and control leaders exert on their groups and their groups’ outcomes. |
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of intergroup conflict explains why frustrating economic conditions often stimulates an increase in prejudice and violence toward a group or person. |
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a personal ban on expressing disagreements about the group’s de- cisions |
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The process of revealing personal, intimate information about oneself to others. |
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Knowledge, expectations, con- ceptualizations, and other cognitive representations that members of a group have in common pertaining to the group and its members, tasks, procedures, and resources. |
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the enhancement of an individual’s performance when working with other people rather than when working alone. |
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Social loafing vs.
free riding |
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The reduction of individual effort exerted when people work in groups compared to when they work alone.
free riding Contributing less to a collective task when one believes that other group members will compensate for this lack of effort. |
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Sociofugal vs. sociopetal |
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Fugal is an environment discouraging or prevent interaction among group members.
Petal is Environmental settings that promote interaction among group members, including seating ar- rangements that facilitate conversation. |
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Steiner taxonomy of tasks |
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The tendency for members of a group to comment immediately after the person sitting opposite them. |
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goals that can be achieved only if two groups work together. |
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the degree of fit between the setting and its human occupants. |
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T-group
(Now Called):sensitivity training group |
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The T-group was a precursor of group techniques designed to enhance spontaneity, increase personal growth, and maximize members’ sensitivity to others.
An unstructured group designed to enhance spontaneity, increase personal aware- ness, and maximize members’ sensitivity to others. |
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(or substantive conflict) Disagreements over issues that are relevant to the group’s recognized goals and procedures. |
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Team player - characteristics |
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A specific geographic area that individuals or groups of individuals claim, mark, and defend against in- trusion by others. And Chart in word doc |
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A process by which infor- mation to be remembered is distributed to various mem- bers of the group who can then be relied upon to provide that information when it is needed. |
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transformational leadership |
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An inspiring method of leading others that involves elevating one’s followers’ motivation, confidence, and satisfaction, by uniting them in the pursuit of shared, challenging goals and changing their beliefs, values, and needs. |
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Recognition of shared problems, reduced sense of uniqueness |
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ultimate attribution error |
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When individuals form impressions of other individuals (UAE) prompts them to attribute only negative actions to outgroup members’ dispositional qualities |
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