Question 1

When attempting to achieve dialogue,feedback should be supportive (reinforcing ongoing behavior)or corrective (indicating that a change in behavior is appropriate).

Accepted Answer

This is true. Feedback should be supportive in reinforcing behavior that is considered desirable or appropriate, and corrective in indicating that a change in behavior is necessary or appropriate. This approach helps to encourage open dialogue and productive communication between parties, leading to improved relationships and better outcomes.

Question 2

A subordinate's perception of a superior's trustworthiness is unlikely to influence the amount and form of self-disclosure by that subordinate to that superior.

Accepted Answer

A subordinate's perception of a superior's trustworthiness can have a significant impact on the amount and form of self-disclosure by that subordinate to that superior. If a subordinate views their superior as trustworthy, they are more likely to feel comfortable disclosing personal information and feedback about work-related issues. Conversely, if a subordinate perceives their superior as untrustworthy or unreliable, they may be hesitant to share sensitive information or feedback.

Question 3

Listening is effective when the sender uses total disclosure.

Accepted Answer

Listening can be effective even if the sender does not use total disclosure. Effective listening relies on being attentive, understanding the message being conveyed, and providing appropriate feedback or response. While total disclosure can help clarify the message, it is not always necessary for effective listening.

Question 4

Active listening is first about understanding the other person,then about being understood.

Accepted Answer

Active listening involves attentively listening to the other person in order to understand their perspective and needs before sharing your own viewpoint. Only after fully understanding the other person can you effectively communicate and be understood yourself.

Question 5

In the PERCEIVE framework,relative orientation is the term for considering types of personal nonverbal cues that finds individuals to sit,stand,and want to be near those they like.

Accepted Answer

In the PERCEIVE framework, relative orientation refers to the angle and distance between individuals during interaction, indicating their level of comfort and engagement, rather than specifically about sitting, standing, or wanting to be near those they like.

Question 6

Nondisclosing individuals expose a great deal about themselves to anyone they meet.

Accepted Answer

Nondisclosing individuals typically reveal very little about themselves, preferring to keep personal information private.

Question 7

360-degree feedback is a questionnaire-based process that gathers structured feedback from a number of sources about the competencies and behaviors of an individual or team.

Accepted Answer

360-degree feedback is indeed a questionnaire-based process that gathers structured feedback from a number of sources about the competencies and behaviors of an individual or team.

Question 8

In organizations,individuals are likely to dampen self-disclosure to those having higher formal power because of their ability to reward or punish.

Accepted Answer

This is known as the fear of retribution or negative consequences from individuals in positions of power. People may choose to withhold information or limit their self-disclosure to avoid any possible negative outcomes.

Question 9

Active listening is first about being understood,then about understanding the other person.

Accepted Answer

Active listening is first and foremost about understanding the other person, and then being understood. It involves paying close attention to the speaker, asking questions to clarify their message, and showing empathy and understanding. By doing this, the listener can create a safe and supportive environment that allows for open and honest communication.

Question 10

When attempting to achieve dialogue,feedback should be defensive.

Accepted Answer

Feedback should not be defensive. Defensive feedback can cause the other person to become defensive and shut down the dialogue. It is important to provide feedback in a non-judgmental and constructive manner to encourage open communication and the exchange of ideas.

Question 11

In Change Competency: Sue Powers' Communication Process for Introducing Change,Powers found people were more willing to discuss their objections to an idea in informal settings than in formal settings.

Accepted Answer

Powers found that people were more comfortable sharing their objections to a proposed change in informal settings rather than formal settings.

Question 12

Individual feedback is any information that individuals communicate (verbally or nonverbally)about themselves to others.

Accepted Answer

Individual feedback involves others communicating information about an individual, not the individual communicating about themselves.

Question 13

In Change Competency: Sue Powers' Communication Process for Introducing Change,Powers used a process called visualizing an idea to get feedback for an idea outside of formal channels.

Accepted Answer

The answer of In Change Competency: Sue Powers' Communication Process...

Question 14

In the PERCEIVE framework,proximity is the term for considering types of personal nonverbal cues that finds individuals to sit,stand,and want to be near those they like.

Accepted Answer

Proximity in the PERCEIVE framework refers to the physical distance and nonverbal cues that people use to indicate their level of comfort and familiarity with others. It includes factors such as sitting, standing, and wanting to be near those they like.

Question 15

The emotional impact of feedback will depend upon the extent to which it is personally focused.

Accepted Answer

Since feedback that is personally focused has a greater potential to be interpreted as criticism or validation of personal worth, it is likely to have a greater emotional impact compared to feedback that is less focused on the individual.

Question 16

In the PERCEIVE framework, individual gestures is the term for considering types of personal nonverbal cues which demonstrates happiness, sadness, anger, fear, surprise, and disgust.

Accepted Answer

The PERCEIVE framework does not specifically use the term "individual gestures" to describe personal nonverbal cues associated with emotions like happiness, sadness, anger, fear, surprise, and disgust. Instead, it focuses on understanding and interpreting various nonverbal cues and behaviors in a broader context.

Question 17

Self-disclosure is any information that individuals communicate (verbally or nonverbally)about themselves to others.

Accepted Answer

Self-disclosure refers to any type of information, whether it is spoken or conveyed through facial expressions or body language, that someone makes known about themselves to others.

Question 18

Nonverbal cues may contain hidden messages and can influence the process and outcome of face-to-face communication.

Accepted Answer

Nonverbal cues such as facial expressions, body language, tone of voice, and eye contact can convey important information and emotions that can impact the interpretation and effectiveness of communication.

Question 19

To encourage high levels of feedback and openness,nondisclosure is necessary.

Accepted Answer

Encouraging high levels of feedback and openness typically involves creating an environment of trust and transparency, not nondisclosure, which might actually hinder open communication.

Question 20

Integrative feedback is a questionnaire-based process that gathers structured feedback from a number of sources about the competencies and behaviors of an individual or team.

Accepted Answer

Integrative feedback, often referred to as 360-degree feedback, involves collecting feedback from multiple sources (such as peers, subordinates, and supervisors) about an individual's performance, but it is not limited to questionnaire-based methods and encompasses a variety of feedback tools and processes.

Quiz 9: Interpersonal Communication in Organizations: Part A