Snco Dl-Self Awareness Key Terms

Front 1

The profile that provides a frame work for looking at human behavior while increasing your knowledge of your own unique behavior patterns.

Back 1

Personal Profile System (PPS)

Front 2

PPS is broken down into _____ and components that explain the basics of understanding behavioral styles.

Back 2

Dimensions

Front 3

A behavioral model that describes how people behave as they respond to their environment.

Back 3

DiSC

Front 4

Immediate results/ Causing action/Accepting challenges/ Quick decisions/ Questions status quo/ Taking authority/ Managing trouble/ Solves problems

Back 4

Dominance Dimension

("D" in DiSC)

Front 5

Contacting people/ Making favorable impressions/ Articulate/ Creates motivational environments/ Generates enthusiasm/ Entertains people/ Views people and situations with optimism/ Participates in groups

Back 5

Influence Dimension

("i" in DiSC)

Front 6

Consistent performance/ Predictable/ Patient/ Develops special skills/ Helps others/ Loyal/ Good listener/ Calming/ Creates stable and harmonious work environment

Back 6

Steadiness Dimension

("S" in DiSC)

Front 7

Adhering to key directives and standards/ Concentrates on key details/ Thinks analytically, Weighs pros and cons/ Diplomatic/ Subtle or indirect to conflict/ Checks accuracy/ analyzes critically/ uses systematic approach to situations or activities

Back 7

Conscientiousness Dimension

("C" in DiSC)

Front 8

We ____ on aspects of the position that will not appeal to the person based on their primary and secondary tendencies.

Back 8

Caution

Front 9

We ____ the person by letting them know which aspects of the position appeals to their primary and secondary tendencies.

Back 9

Motivate

Front 10

We ____ the person by letting them know we are always available to listen, answer questions, provide more information and guidance, secure resources, and when necessary, run interference or remove roadblocks.

Back 10

Support

Front 11

Theory that suggests problem solving and creativity are both outcomes of the same brain function...thinking involves problem solving...everyone has the ability to solve problems creatively, just not in the same way.

Back 11

Adaption-Innovation Theory

Front 12

Measure of your cognitive capacity -or- measurement (high/low) of how much knowledge you have about a particular topic.

Back 12

Cognitive Level (or 'Level')

Front 13

Your preferred manner of solving problems, making decisions, and bringing about change.

Back 13

Cognitive Style (or 'Style')

Front 14

A method/preference of problem solving that's more structured and methodical.

Back 14

Adaptive Style

Front 15

A method/preference of problem solving that's less concerned with structure and details.

Back 15

Innovative Styles

Front 16

The actual problem that a team has to come together to solve.

Back 16

Problem A

Front 17

Encompasses issues (other than the problem itself) that arise as a result of human interactions and diversity.

Back 17

Problem B

Front 18

Distance between an individual's preferred style and the behavior actually needed for the task (or problem A)

Back 18

*Cognitive Gaps*

Task Gaps

Front 19

Distance between the preferred styles of:

Two People/ A person and a Group/ Two Groups

Back 19

*Cognitive Gaps*

Social Interaction Gaps

Front 20

A behavior when you can't walk away from a problem because others in the group don't solve problems the same way as you or requires a different style than the one you prefer. You must ____.

Back 20

Coping Behavior

Front 21

Another tool used with coping that assists with closing or avoiding cognitive gaps by helping both parties understand why and how the other party approaches problem solving and help understand each other's strength and weaknesses.

Back 21

Bridging

Front 22

A passive leadership behavior of letting things take their own course, without interference from others.

Back 22

Laissez-faire

Front 23

A leadership behavior that's based on connecting a transaction (or social exchange) to motivation; in other words, providing compensation in exchange for desired follower behavior, or a consequence for undesired behavior.

Back 23

Transactional

Front 24

A leadership behavior that motivates followers by genuinely caring about their concerns and appropriately addressing those concerns though open channels of communication. Inspires by establishing goals and challenging them to reach and exceed those goals.

Back 24

Transformational

Front 25

Behavioral component of not putting much effort into leadership or showing little interest. (Transactional)

Back 25

Management-by-Exception-Passive (MBE-P)

Front 26

Behavioral component that prevents problems from occurring and keeping people and processes in control. Ensures compliance with rules, regulations, and performance standards. (Transactional)

Back 26

Management-by-Exception-Active (MBE-A)

Front 27

Most active behavioral component. Agrees where leader establishes goal, identifies ways to reach these goals and supports followers in meeting the goal. After fulfillment of expectations, the subordinate is rewarded to reinforce the positive behavior. (Transactional)

Back 27

Contingent Reward

Front 28

Behavioral component ensuring we are communicating the right kind of influence, just as Authentic Leadership theory advocates. (Transformational)

Back 28

Idealized Influence (II)

Front 29

Behavioral component that inspires followers via the spoken word and actions. Develop and articulate visions that paint an optimistic and enthusiastic picture of the future. (Transformational)

Back 29

Inspirational Motivation (IM)

Front 30

Behavioral component that encourages followers to be innovative. Brainstorms for ideas to find creative solutions to problems. (Transformational)

Back 30

Intellectual Stimulation (IS)

Front 31

Behavioral component where leaders serve as mentors, which require supporting each person as an individual and providing guidance that is specific to their needs. (Transformational)

Back 31

Individualized Consideration

Front 32

Intellectual behaviors that help you produce very powerful results when dealing with problems, dilemmas, contradictory things, situations that are not easily explained or understood, and uncertainties.

Back 32

Habits of the Mind

Front 33

A Critical Thinking (CT) characteristic that involves a willingness to investigate viewpoints that are different from your own.

Back 33

Open-Mindedness

Front 34

A CT characteristic where a skeptic asks questions instead of jumping on the "bandwagon" to investigate to find out what's truthful or not.

Back 34

Healthy Skepticism

Front 35

A CT characteristic that involves adhering tentatively to recently acquired opinions; being prepared to examine new evidence and thinking that complex issues can be reduce to matters of 'right & wrong' or 'black & white', and to begin thinking in terms of degrees of certainty' or 'shades of grey'.

Back 35

Intellectual Humility

Front 36

A CT characteristic that restrains your desire to believe because of social pressures to conform. Thinking with an independent mind.

Back 36

Free Thinking

Front 37

A CT characteristic with natural curiosity to further you understanding and be highly motivated to put in the necessary work sufficient to evaluate the multiple sides of issues.

Back 37

High Motivation

Front 38

A Universal Intellectual Standard (UIS) of fully understanding what a problem actually is.

Back 38

Clarity

Front 39

A UIS after clarifying to see if it is true.

Back 39

Accuracy

Front 40

A UIS after checking clarity and accuracy to find the "who, what, where, when, and whys"

Back 40

Precision

Front 41

A UIS to use to see how it's connected to the issue or what does it bear on the issue?

Back 41

Relevance

Front 42

A UIS to find out if there's an argument/position that hasn't been heard yet.

Back 42

Breadth

Front 43

A UIS when you think. You bring a variety of thoughts together into some order. When the combination of thoughts is mutually supportive and makes sense.

Back 43

Logic

Front 44

A UIS of balancing relevant viewpoints alike without reference to your own feelings or interests.

Back 44

Fairness

Front 45

A UIS that addresses your ability to consider the complexities of an issue instead of just skimming the surface.

Back 45

Depth

Front 46

-Thinking about your purpose (goal/objective)

-State the question at issue (problem to solve)

-Gather Information (data, facts, observations)

-Watch your inferences (conclusions, solutions)

-Clarify Concepts (theories, principles, laws, etc)

-Check your assumptions

-Think through implications (consequences)

-Understand your point of view (perspective)

Back 46

Reasoning Elements

Front 47

An Essential Intellectual Trait (EIT) that involves being aware of the limits of your knowledge.

Back 47

Intellectual Humility

Front 48

An EIT that is connected with the ability to consider ideas seen as absurd or different.

Back 48

Intellectual Courage

Front 49

An EIT that involves being able to put aside your own viewpoint, assumptions, and ideas in order to step into the shoes of others so you can genuinely understand them.

Back 49

Intellectual Empathy

Front 50

An EIT that involves rational control of your beliefs, values, and inferences.

Back 50

Intellectual Autonomy

Front 51

An EIT that involves recognizing the need to be true to your own thinking...to be consistent in the intellectual standards you apply

Back 51

Intellectual Integrity

Front 52

An EIT that involves being aware of the need to use intellectual insights and truths in spite of difficulties, obstacles, and frustrations you may have or face.

Back 52

Intellectual Perserverance

Front 53

An EIT that involves confidence that, in the long run, your own higher interests and those of human kind at large will be best served by allowing people the 'right' to reason and by encouraging people to come to their own conclusions.

Back 53

Confidence in Reason

Front 54

An EIT that involves treating all viewpoints alike, without thinking about or referencing your own feelings or interests, or the feelings and interests of your friends, peers, or community.

Back 54

Fair-Mindedness

Front 55

This Basic Human Limitation (BHL) occurs when you tend to notice and look for information that confirms your beliefs, while ignoring the relevance of information that contradicts your beliefs.

Back 55

Confirmation Bias and Selective Thinking

Front 56

This BHL is committed when you're not aware that your memories are often "manufactured" to fill gaps in your recollection, or that the memories of facts, overtime, can be unconsciously replayed with fantasy...basically, your memory can mislead you if you're not careful.

Back 56

False Memories and Confabulation

Front 57

This BHL are personal biases and prejudices resulting from our own unique life experiences and worldview. They can make it difficult to remain objective and think critically. When you analyze problems with your own "lens", you might overlook certain aspects of a problem or situation.

Back 57

Personal Biases and Prejudices

Front 58

This BHL can severely affect your ability to think clearly and critically. These include stress, fatigue, drugs, and emotionally related hindrances.

Back 58

Physical and Emotional Hindrance

Front 59

This BHL occurs when support for a particular position or standpoint is backed up by testimony from a respected figure that's not considered an 'expert' on the topic

Back 59

Testimonial Evidence

Front 60

This Use of Language (UoL) involves a word or expression that can be understood in more than one way.

Back 60

Ambiguity

Front 61

This UoL attempt to disarm you from questioning the validity of an argument. Expressions like "As everyone knows..." or "Common sense tells us that..." are examples of ___.

Back 61

Assuring Expressions

Front 62

This UoL include language that implies something is superior but retreats from that view. An ad can claim a battery lasts "30% longer" but doesn't last any longer than the current or older one.

Back 62

Meaningless Comparisons

Front 63

This UoL involves the use of technical language to make the simple seem complex, the trivial seem profound, or the insignificant seem important...all done intentionally to impress others.

Back 63

Doublespeak Jargon

Front 64

This UoL is the intentional use of words to arouse feelings about a subject to bias others thinking...positively or negatively.

Back 64

Emotive Content

Front 65

This UoL occurs when language used is clear and accurate but misleading because it implies something else is true or false when it isn't.

Back 65

False Implications

Front 66

This Faulty Logic (FL) is the result of an erroneous perception of the connections between unrelated events.

Back 66

Superstition

Front 67

This FL occurs when you state your claim is true only because it hasn't been proven false (or vice versa)

Back 67

Argument from Ignorance

Front 68

This FL is when you make a false analogy to support the validity of a certain claim.

Back 68

False Analogies

Front 69

This FL occurs when your claim is based on an attempt to compare two things that shouldn't be (or cant be) compared...like trying to compare apples to oranges

Back 69

Irrelevant Comparison

Front 70

This FL is an argument that assumes one thing will lead to another...and then another, and before you know it, you're doing something you don't want to do; therefore, you shouldn't do the first thing.

Back 70

Slippery Slope Fallacy

Front 71

This Psychological and Sociological Pitfall (PSP) occurs when you criticize the person making an argument, not the argument itself.

Back 71

Ad Hominem Fallacy

Front 72

This PSP occurs when someone attempts to appeal to the popularity of the claim as a reason for accepting the claim (because "everyone" thinks or does it, it must be right)

Back 72

Ad Populum (Bandwagon Fallacy)

Front 73

This PSP occurs when making irrelevant emotional appeals to accept a claim (since emotion often influences people more effectively than logical reasoning).

Back 73

Emotional Appeal

Front 74

This PSP happens when someone attempts to divert attention to an issue irrelevant to the issue at hand.

Back 74

Evading the Issue (Red Herring)

Front 75

This PSP occurs when someone intentionally restricts the number of alternatives, thereby omitting relevant alternatives from consideration.

Back 75

Fallacy of False Dilemma (Either/or Fallacy)

Front 76

This PSP can be considered a 'preemptive strike' against an opponent. it occurs when you attempt to create a prejudicial atmosphere against the opposition before he/she has had an opportunity to say anything.

Back 76

Poisoning the Well

Front 77

Relies heavily on situational cues, prominent memories, and trial and error to arrive quickly and confidently at judgments, particularly when situations are familiar and immediate action is required.

Back 77

System-1 (Reactive Thinking)

Front 78

A broad and informed problem-solving and deliberate decision-making that relies heavily on information, deliberation, time, planning, and comprehensive consideration.

Back 78

System-2 (Reflective Thinking)

Front 79

In this Decision Analysis Step, you should prepare a statement that clearly states what decision needs to be made. It acts as a starting point for the process and sets limits for the choices you'll need to make. It should be simple, yet accurate since you'll use it to filter alternatives that aren't in line with this statement later in the process.

Back 79

Decision Statement

Front 80

In this Decision Analysis Step, you'll focus on the decision criteria you'll use to make the decision . Since this is a very important step t hat can help focus your attention only on relevant solution, it has three task you need to complete.

Back 80

Decision Criteria

Front 81

Determine your criteria

categorize the criteria

weigh your list of WANTs

Back 81

The 3 steps of Decision Criteria

Front 82

In this Decision Analysis Step, you'll look for solutions or alternatives to meet the requirements of your decision statement or solve your problem

Back 82

Alternatives

Front 83

Locate Alternatives

Compare alternatives to your MUSTs criteria

Select the BEST alternative

Back 83

3 Alternatives tasks to complete

Front 84

The Decision Analysis Step, after you've selected the alternative that fits your list of criteria, you should conduct a risk analysis to see if there are any adverse or unintended consequences of your selection.

Back 84

Risk Analysis