How to Pass Introduction to Communication WGU C464 OA

Here we will discuss some key concepts that we have found to be significant in the final assessment. Note that we are only providing you with an overview of these concepts, so make sure to deep dive into these on your own time to understand them in and out. If you require additional resources to study these key concepts, you can find a list of valuable external resources in the next section of this article.

Schultz’s FIRO model

Schultz’s FIRO (Fundamental Interpersonal Relations Orientation) model is a theory that explains how interpersonal interactions and relationships are shaped by three fundamental needs: Inclusion, Control, and Affection. Developed by William Schutz in 1958, the FIRO model provides insights into how people behave in groups and how these needs influence their interactions and relationships. Here’s a brief overview of each component:

Inclusion: This feature refers to becoming a member of the group and letting other people to be part of an activity of one’s. It is an indicator of the degree to which humans are keen on having social existence, acceptance and recognition by other human beings. Social interactions are highly important for people with a high desire for inclusion, while those who have a low desire for inclusion are oriented toward solitude and an intimate circle. 

Control: This particular requirement touches upon the need for influence, the desire to be a leader and to exercise responsibility within relationships and groups. It analyzes how much one wants to manipulate others and how much one needs to be manipulated. The above type of personality is characterized by an inclination for command, order, and programme, while the latter type of personality prefers autonomy, independence, and flexibility. 

Affection: Consequently, the critical requirement is an urge for social life, companionship, and emotional attachment to other people (Burke, 2012). It constitutes the ability to be with others, find solace, and experience personal closeness. The affection craving constitutes two fundamental aspects. People with a strong need for affection are more inclined to form deep and meaningful relationships and to express their feelings directly, whereas those with a weak need for affection are more likely to maintain formal and distant relationships.

Schutz proposed that these needs influence our behavior and interaction styles in various social settings. Understanding these needs can help individuals and groups improve communication, resolve conflicts, and build stronger, more effective relationships. The FIRO model is often used in organizational development, team-building exercises, and interpersonal skills training to enhance group dynamics and individual self-awareness.

Johari’s Window

Johari’s Window is a psychological tool used to enhance self-awareness, improve interpersonal relationships, and facilitate effective communication. Created by psychologists Joseph Luft and Harrington Ingham in 1955, the model divides personal awareness into four quadrants based on what is known and unknown to oneself and others. Here is a breakdown of each quadrant:

Open Area (Arena): The area of this compass is called your ‘known self.’ This is information about yourself that you know and that other people know, too. It is the external portrait of yourself you portray, consisting of the way you act, behave and feel besides being seen and recognized by others. Effectual communications and relationships that thrive often have a large clear space as understating and honesty lie at the core.

Blind Area (Blind Spot): There you will find things about yourself that others know but you don’t have access to because you are not aware of them. This can be expressed in form of habits, attitudes, or personality traits that are openly seen by you but you are not aware of in yourself. Others’ feedback helps to overcome the deficient side and to boost self-perception.

Hidden Area(Facade): This is the corner that encompasses the knowledge that you have about yourself that you prefer to keep away from others. It is these kinds of things as personal thoughts, feelings or experiences that you will find very hard to reveal. Eliminating the excluded spaces by proper skillful self-disclosure may result in more intimate deeper and truer relationships.

Unknown Area: This is the field of information that is previously unknown to not only you, but to the world. Within it lays inherent talents, invisible feelings or capacities that are yet to open up to be explored by us. Discovery of the previously unexplored area may be a very exciting process and can involve self-exploration, new experiences, and acquiring feedback from other people which, in turn, can lead to personal growth and development. 

By using Johari’s Window, individuals and groups can foster better communication and understanding. The model encourages open dialogue, constructive feedback, and self-discovery, all of which contribute to more effective teamwork and stronger interpersonal connections. By expanding the open area and reducing the blind and hidden areas, people can achieve greater self-awareness and improve their interactions with others.

French and Raven’s the six categories of power

French and Raven’s six categories of power describe different ways in which individuals can exert influence over others within organizations and social structures. Developed by social psychologists John R.P. French and Bertram Raven in 1959, these categories provide a framework for understanding the sources and dynamics of power. Here are the six categories:

Legitimate Power: This type of power comes from an official position or role within an organization or social structure. It is based on the authority granted by a formal position, such as a manager, executive, or elected official. People comply with legitimate power out of respect for the authority of the position and the rules that grant it.

Reward Power: Reward power is derived from the ability to provide positive reinforcement or rewards to others. This can include tangible rewards like bonuses, raises, and promotions, or intangible rewards like praise, recognition, and special privileges. Individuals comply with reward power to receive the benefits offered.

Coercive Power: Coercive power is based on the ability to deliver punishments or negative consequences. It involves the use of threats, sanctions, or other forms of punishment to influence behavior. People comply with coercive power to avoid negative outcomes.

Expert Power: Expert power comes from possessing specialized knowledge, skills, or expertise that others value. This type of power is based on the perception that the person has superior knowledge or proficiency in a particular area. People comply with expert power because they trust and rely on the expertise of the individual.

Referent Power: Referent power is derived from the personal characteristics of an individual, such as charisma, likability, and the ability to inspire loyalty and admiration. This type of power is based on the desire of others to identify with or be associated with the person. People comply with referent power because they respect, like, or wish to emulate the individual.

Informational Power: Informational power arises from the possession of valuable information that others need or want. It involves the ability to control access to information or provide insight that others find useful. People comply with informational power because they need or want the information that the individual can provide.

These six categories highlight the diverse ways in which power can be exercised and the different bases on which influence can be built. Understanding these categories can help individuals and leaders use power more effectively and ethically within organizations and social settings.

Monroe’s Motivated Sequence

Monroe’s Motivated Sequence is a five-step persuasive speech framework designed to effectively motivate and influence an audience. Developed by Alan H. Monroe, a professor at Purdue University, this method is widely used in various communication contexts, particularly in public speaking and advertising. The sequence aims to capture the audience’s attention, establish a need, propose a solution, help the audience visualize the benefits, and prompt action. Here are the five steps:

Attention: The first step is to grab the audience’s attention. This can be achieved through a compelling story, a startling fact, a provocative question, or any other attention-getting device. The goal is to make the audience interested and ready to listen.

Need: After capturing attention, the next step is to establish a need or problem that requires a solution. This involves explaining the issue in detail, making it relevant to the audience, and demonstrating its significance. The aim is to create a sense of urgency and concern, showing the audience that the problem affects them and needs to be addressed.

Satisfaction: Once the need is established, the speaker must propose a solution to satisfy the need. This step involves presenting a clear and feasible plan or course of action that addresses the problem. The speaker should explain how the solution works, provide evidence and examples, and address potential objections to ensure the audience understands and believes in the solution.

Visualization: In this step, the speaker helps the audience visualize the positive outcomes of adopting the solution or the negative consequences of not doing so. This can be achieved through vivid descriptions, imagery, and examples that paint a picture of the future. The goal is to make the benefits of the solution tangible and relatable, enhancing the audience’s motivation to act.

Action: The final step is to call the audience to action. This involves specifying what the audience should do next and encouraging them to take immediate steps towards implementing the solution. The speaker should provide clear instructions, emphasize the urgency of taking action, and inspire the audience with a compelling closing statement.

Monroe’s Motivated Sequence is effective because it follows a logical progression that aligns with how people naturally process information and make decisions. By addressing the audience’s needs and emotions, providing a clear solution, and motivating them to act, this method can significantly enhance the persuasive impact of a speech or presentation.