Unit 2: Communication In Relational And Group Contexts

COM 100 Exam #2 Study Guide

Outline of Testable Material from Unit 2 – Communication in Relational and Group Contexts

• Relational Development and Fostering Closeness (218-238)
Three levels of relational closeness and Knapp’s stages of relational formation/dissolution
Acquaintances: most relationships; involuntary associations
Friendships: few relationships; voluntary attractions
Intimates: rare relationships; valuable allegiances
Fostering (“coming together”)
Initiating: associative interaction
Experimenting: discovering commonalities
Intensifying: discussing future possibilities
Integrating: conjoining goals and purposes
Bonding: establishing commitments
Dissolution (“coming apart)
Differentiating: identifying significant
Proximity: how close you are to others
Attractiveness: we tend to develop relationships with people who are approximately as attractive as we are (tendency is called the matching hypothesis)
Composed of physical attractiveness, social attractiveness, and task attractiveness
Similarity: people like people who are like them, who enjoy the things they enjoy, who value what they value, and with whom they share a similar background
Social penetration theory: communication, specifically self-disclosure, is the key to relationship development
Uncertainty reduction theory: much of the interaction when we first meet someone is dedicated to reducing uncertainty and determining whether we wish to interact with them again
People are uncomfortable with uncertainty, so they seek to reduce uncertainty
Predicted outcome theory: an adaption of uncertainty reduction theory that attempts to explain how reducing uncertainty can lead to attraction or repulsion
If we predict positive outcomes, we will form a relationship
If we predict negative outcomes, we will de-escelate or end the relationship
Relational Dialectic Theory:
Autonomy/connection: refers to one’s need to connect with others and the simultaneous need to feel independent or
Cognitive clarity (task intelligence) – intellectual ability to grasp situational complexities and anticipate course of direction; visionary problem-solver
Confident conviction (self-confidence) – self-assuredness in the face of challenging, uncertain, and risky outcomes; willingness to lead the way
Commitment to cause (determination) – steadfast perseverance through difficulties, obstacles, and resistance toward goal achievement; motivation and drive
Communication competence (social intelligence) – fluency in appropriate and effective means of social influence; inspiring charisma and relational savvy
Credible character (reliable integrity) – uncompromising commitment to ethical principles and moral practices; consistently constrained, compelled, and propelled by inner value
Mastered skills approach to organizational leadership – three competencies associated with supervisory, managerial, and strategic leadership
Leaders are made (nurture), not born (nature) – leadership is learned
Effective leaders must master core competencies (essential skills) required by their level of organizational responsibilities (Manager & Leader Functions)
Supervisory Leadership Function:
Leadership perspective – views organization like a regulating