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76 Cards in this Set
- Front
- Back
- 3rd side (hint)
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What are the 4 key aspects of critical thinking? |
•solve problems •calculate likelihood •weigh evidence •make decisions -also consider, reasoning, analyzing arguments, assessing assumptions, considering claims |
SCWM |
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Argument: |
Connected series of statements intended to establish a point |
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Reasoning: |
gives you the ability to reach a conclusion from one or more arguments |
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Assessing assumptions: |
Things you take for granted that can limit your assumptions |
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Be wary of claims that: |
•made by a party who stands to gain •do not have a clear source •anecdotal experience that the person Claims is the norm •bandwagon appeal •Mislead with statistics |
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Straw man |
Fallacy. Overstate opponents argument to make it easier to attack |
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Shifting burden of proof: |
Fallacy. Person making the statement forces the contender to provide evidence in the contrary |
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False cause and effect |
Fallacy Attributing blame to unrelated cause (because of correlation) |
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Personal attack |
Fallacy Off message. Attacks credentials of the individual |
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Unwarranted assumptions |
Fallacy Taking too much for granted without evidence |
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Emotional appeal |
Appealing to strong emotions to prove a point |
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False authority |
Person who is presented as an authority, who is not |
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Hasty conclusions |
Jump to a convenient solution |
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Oversimplification/overgeneralization |
Simple solution to a complex problem |
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Either/or thinking |
Taking extreme positions when other options are available. |
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What are the 7 steps to problem solving? |
1. Define your problem 2. Brainstorm possible solutions 3 set criteria to evaluate each option 4. Evaluate each option using your criteria 5. Choose your best solution 6. Plan how you’re going to achieve the solution 7. Implement solution, evaluate results |
D, B, S, E, C, P, I |
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decision making styles: Directive |
Prefer structure using practical data to make a decision -in the here and now |
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decision making styles: Analytical |
Search data carefully, take time -often get hung up on over-analyzing |
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decision making styles: conceptual |
Emphasize the big picture -adaptable, insightful, flexible. Tend to be called idealistic. Creative types |
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decision making styles: behavioral |
Emphasize people, using feelings to assess the situation -have a difficult time making decisions that effect other people |
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Metacognition: |
Thinking about how we think. -analyze strengths and weaknesses, coming up with better ways to do it |
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Inductive arguments: |
Start from specific observations and go to general conclusions |
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Deductive arguments: |
Start from broad generalizations and end in specific conclusions |
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4 ways to become a more creative thinker |
1. Thought time- take opportunities to be creative. Mix ideas. 2. Play time. - have fun 3. Flex time-spend time doing things you are interested in. (Google employees spend 20% of time!) 4. Networking time-make connections with people who are different than you |
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What does social exchange theory say about relationships? |
We seek interactions with people that provide a maximum reward for minimum cost |
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3 criteria for evaluating relationships: |
Expectations, perceptions, investments |
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Criterion Level (CL) |
What we believe we deserve based on past experiences |
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Comparison level for Alternatives (CLalt) |
Outcome of leaving your current relationship for the best alternative |
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Nature of CL &CLalt in a relationship |
They fluctuate! We start to expect more when we are in a happy relationship Sociocultural influences have raised our expectations |
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Approach motivation: |
We pursue pleasure with the motivation to feel good |
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Avoidance motivation |
We avoid undesirable experiences; motivation to reduce negative emotions like anxiety and sadness |
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Precarious Relationship: |
Approach goals fulfilled, avoidance goals thwarted |
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Boring Relationships |
Avoidance goals fulfilled, approach goals thwarted |
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Flourishing relationship: |
Avoidance and approach goals are fulfilled |
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Distressed relationships: |
Avoidance and approach goals are thwarted |
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Attributions: |
Our explanation of events -we identify causes of events, and emphasize or minimize certain influences |
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Attributions: internal/external influences |
Influences are internal (personality) or external (situation/circumstance) |
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Attributions: stable vs unstable |
Stable is a lasting trait, or unstable is a temporary mood |
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Attributions: controllable vs uncontrollable |
If we can manage it, it is controllable. If it is out of our hands it is uncontrollable |
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Actor/observer effects: |
People generate different explanations for their own actions rather than similar actions done by other people |
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Self-serving biases: |
Lead people to see themselves as responsible for the good that happens to them, and blameless for the bad. (In relationships it’s always the other persons fault!) |
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Proportional Justice: |
Each partner gains benefits from the relationship that are proportional to their contributions |
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Communal Relationships: |
Partners feel a special concern for others well-being and provide favors/support without expecting repayment |
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Exchange relationships: |
People do favors for others expecting comparable benefits |
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Equitable Relationships: |
Relationships that are nice, but also fair |
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Dialectic definition and 5 types: |
Opposing motivations that are never fully satisfied because they contradict each other. •personal autonomy vs connection to others •openness vs closedness •stability vs change •integration with vs separation from the social network •connection with friends or time in a relationship |
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Response to conflict: Loyalty |
Passively waiting and hoping for things to get better (constructively) |
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Response to conflict: exit |
Active, but destructive such as leaving the partner |
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Response to conflict: neglect |
Passively allowing things to get worse (destructive) |
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5 ways to end conflict: |
1. Separation: both withdraw without resolving 2. Domination: one gets there way, the other gets nothing 3. Compromise: both reduce aspiration to get mutually acceptable alternative 4. Integrative agreement: satisfy both partners original goal and aspirations through inventiveness, creativity and flexibility. 5. Structural improvement: partners not only get what they want, they make desirable changes to the relationship (systematically) |
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Mind reading: |
Jump to conclusions and wrongly assume they understand their partner |
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Interrupting: |
Interrupt to express fault with what the partner is saying |
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Yes-butting: |
Find fault with what the partner is saying |
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Cross-complaining: |
Responding to a complaint with another complaint |
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Gottman’s 4 horsemen |
Criticism Contempt Defensiveness Stonewalling |
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5 principles of conflict |
1. Conflict is natural in Western relationships 2. Conflict can be expressed overtly or covertly 3. Social groups shape the meaning of conflict behaviors 4. Conflict and be managed well, or poorly 5. Conflict can be good for individuals and relationships |
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Solving dysfunction communication: paraphrasing |
Repeating a message in your own words |
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Solving dysfunction communication: perception-checking |
Occurs when we asses the accuracy of our inferences by asking for clarification and feedback |
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Solving dysfunction communication: validation |
Acknowledging the legitimacy of our partners opinions and communicates respect for their positions |
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Solving dysfunction communication: XYZ statements |
Combining behavior with “I” statements -when you do X, I feel Y and I do Z |
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4 events that cause the most conflict: |
1. Criticism 2. Illegitimate demands:excessive or unfair demands 3. Rebuffs:one persons appeals for help or support are rejected 4. Cumulative annoyances |
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Direct actions |
Explicitly challenge one partner -accusation, hostile commands or threats, surly/sarcastic put downs |
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Indirect actions |
More veiled and implicit actions -condescension, whining and evasion |
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Demand/withdraw pattern |
Cycle that occurs when one partner nags/criticized the other, and the other retreats from confrontation and becomes defensive |
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Response to conflict: Voice |
Actively, constructively working to improve the situation |
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Win-win approach |
There are usually ways to resolve conflict so everyone wins -often leads to creative new solutions |
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What are the stages of group life? |
Formative Norming Storming Performing Mourning |
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Win-lose |
Assumes one person wins at the expense of another |
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Lose-lose |
Assumes conflict results in loses for everyone and is unhealthy and destructive for relationships |
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3 themes that characterize friendship: |
Caring and affection Support and dependability Enjoyment and fun |
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Difference in male to female friendships |
Females have much higher standards for friends than men. -they expect loyalty, similar enjoyment, and self-disclosure. -men typically have more friends |
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Internal and external tensions on a relationship: |
Internal-grow out of peoples needs • relational dialectics •diverse communication styles • sexual tension External-pressure from outside sources •competing demand for time •personal life changes |
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Guidelines for friend communication: |
Engage in dual perspectives Communicate honestly Grow from differences Don’t sweat the small stuff |
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Caring criticism: |
Balanced approach to being sensitive, but critical in and effort to be open and Effective |
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Cultural intelligence and quotients: |
Cultural intelligence: outsiders seemingly natural ability to interpret unfamiliar and ambiguous gestures the way others in that future would. Quotients: •cognitive(head): understand the differences •physical (body): watch and copy other cultures •emotional/motivational (heart): empathize and connect with others despite culture difference. |
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10 rules for responsible group membership: |
1. Every member is clear on assignment 2. Talk about rules/expectations up front 3. Teamwork is an individual skill -don’t be a free loader! 4. Let natural roles emerge 5. Coordinate the work to make it go smooth 6. Appoint a “yoda” to oversee group involvement 7. Cultivate “caring criticism” 8. Remember on-going groups go through stages 9. Create new ways to get unstuck 10. Use your strengths to help others find theirs |
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