em griffin a first look at communication theory 7 th edition © 2009 the mcgraw-hill companies, inc....

Em Griffin

A First Lookat

Communication Theory7

th edition

© 2009 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill

Chapter 31

Face-Negotiation Theory of Stella Ting Toomey

© 2009 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill

Face-Negotiation Theory

Collectivism and Individualistic Cultures Self-Construal: Varied Self-Images Within a Culture The Multiple Faces of Face Predictable Styles of Conflict Management Application: Competent Intercultural Facework Critique: Passing the Test With a Good Grade

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Face-Negotiation Theory

Ting-Toomey assumes that people of every culture are always negotiating faceFacework of people from individualistic

cultures will be strikingly different from face work of people from collectivistic cultures

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Face-Negotiation Theory

Face – projected image of one’s self in a relational situation

Facework – specific verbal and nonverbal messages that help to maintain and restore face loss and to uphold and honor face gain

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Face-Negotiation Theory

Face maintenance is crucial intervening variable that ties culture to people’s way of handling conflict

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Type ofCulture

Type of Self-Construal

Type of FaceMaintenance

Type of ConflictManagement

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Figure 31-1: Some Techniques of Third-Party Mediation

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Collectivism and Individualistic Cultures

Ting-Toomey bases face-negotiation theory on distinction between collectivism and individualismCollectivism and individualism differ in how

one perceives• Self• Goals• Duty

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Collectivism and Individualistic Cultures

Collectivistic culture – wherein people identify with a larger group responsible for providing care in exchange for group loyalty; we-identity

Individualistic culture – wherein people look out for themselves and their immediate families; I-identity

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Collectivism and Individualistic Cultures

More than two-thirds of the world’s people are born into collectivistic cultures

Less than one third of the population live in individualistic cultures.The we-identity of the Japanese is quite

foreign to the I-identity of the American who values individualistic needs and goals over group needs and goals.

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Self-Construal: Varied Self-Images Within A Culture

People are not cultural clonesPeople within a culture differ on the relative

emphasis they place on individual self-sufficiency or group solidarity

Self-construal – self-image; the degree to which people conceive of themselves as relatively autonomous from, or connected, to others

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Self-Construal: Varied Self-Images Within A Culture

Independent self values I-identity and is more self-face oriented; prevalent within individualistic cultures

Interdependent self values we-identity and emphasizes relational connectedness; closely aligned with collectivism

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Self-Construal: Varied Self-Images Within A Culture

Relational reality of self-image within the same culture can varyCulture is an overall framework for face-

concern, but individuals within a culture have different images of self and vary on their views on the degree to which they give others face or restore their own face in conflict situations

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The Multiple Faces of Face

“Face” is a universal concernExtension of self-concept, a vulnerable,

identity-based resource

Three orientations of face:Self-faceOther-faceMutual face

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The Multiple Faces of Face

Face is a universal concernFace-concern – regard for self-face, other

face, or mutual faceFace-restoration – self-concerned

facework strategy used to preserve autonomy and defend against loss of personal freedom

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The Multiple Faces of Face

Face (continued)

Face-giving – other-concerned facework strategy used to defend and support another person’s need for inclusion

Most people raised in collectivistic culture tend to privilege other-face or mutual-face

People raised in individualistic culture more concerned with self-face

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Predictable Styles of Conflict Management

The five generally accepted responses to conflictAvoiding (withdrawal)Obliging (giving in)Compromising (negotiation)Integrating (problem solving)Dominating (competing)

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Predictable Styles of Conflict Management

Avoiding – responding to conflict by withdrawing from open discussion

Obliging – accommodating or giving into the wishes of another in a conflict situation

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Predictable Styles of Conflict Management

Compromising – conflict management by negotiation or bargaining; seeking a middle way

Dominating – competing to win when people’s interests conflict

Integrating – problem solving through open discussion; collaboration; a win-win resolution of conflict

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Predictable Styles of Conflict Management

Ting-Toomey and John Oetzel stress these responses associated with western countries

An ethnically diverse sample identified three new conflict styles:Emotional expressionPassive aggressionThird-party help

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Predictable Styles of Conflict Management

Emotional expression – managing conflict by disclosure of venting of feelings

Passive aggression – making indirect accusations, showing resentment, procrastination, and other behaviors aimed at thwarting another’s resolution of conflict

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Predictable Styles of Conflict Management

Third-party help – method of conflict management where disputing parties seek aide of mediator, arbitrator, or respected neutral to help them resolve their differences

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Figure 31.2: A Cultural Map of Eight Conflict Management Styles

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Application: Competent Intercultural Facework

Ting-Toomey believes cultural knowledge, mindfulness, and facework interaction skills are requirements for effectively communicating across cultures

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Application: Competent Intercultural Facework

Knowledge – most important dimension of facework competence

Mindfulness – recognition that things are not always what they seem and seeking multiple perspective in conflict situations

Interaction skill – ability to communicate appropriately, effectively, and adaptively in a given situation

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Figure 31-3: Face-Negotiation ModelSlide 25

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Critique: Passing the Test With a Good Grade

Most cross-cultural researchers analyze different cultures from a highly interpretive perspective

Ting-Toomey and Oetzel committed to objective social science research agenda that looks for measurable commonalities across cultures that are then linked to subsequent behavioral outcomes

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