Interplay, 13th Edition chapter 03
-
Upload
norva-lewis -
Category
Education
-
view
49 -
download
3
Transcript of Interplay, 13th Edition chapter 03
CHAPTER 3Interpersonal Communication and the Self
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Section 1 COMMUNICATION AND THE SELF-CONCEPT
Interplay
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Communication and the Self-Concept
Self-concept = relatively stable set of perceptions you hold of yourself
Self-esteem = part of the self-concept that involves evaluations of self-worth High or low self-
esteem affects communication behavior Interplay, 13th Edition, Adler/Rosenfeld/Proctor
Copyright © 2015 by Oxford University Press, Inc.
How the Self-Concept Develops
Reflected appraisal = A mirroring of the judgments of those around you
“Significant others” = People whose evaluations are especially influential Our self-concept is
partly formed through reflected appraisal
Benefits Pitfalls
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
How the Self-Concept Develops
Social comparison = Evaluating ourselves in terms of how we compare with others
Reference groups = People against whom we evaluate (compare) our own characteristics Peers Family members Social Groups
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Characteristics of the Self-Concept
The self-concept is subjective We inflate and/or
underestimate our self-perception
Causes: obsolete
information distorted
feedback the myth of
perfection social
expectationsInterplay, 13th Edition, Adler/Rosenfeld/Proctor
Copyright © 2015 by Oxford University Press, Inc.
Characteristics of the Self-Concept
A healthy self-concept is flexible, but… The self-concept resists
change Cognitive
conservatism = Seeking information that conforms to an existing self-concept
Interplay, 12th Edition, Adler/Rosenfeld/ProctorCopyright © 2012 by Oxford University Press, Inc.
Changing Our Self-Concept Four requirements to
change: Trusting an appraisal by
someone we see as competent to offer it
Appraisal must be perceived as highly personal
Appraisal must be reasonable in light of what we believe about ourselves
Appraisal must be consistent and numerous
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
The Self-Fulfilling Prophecy and Communication
Self-fulfilling prophecy = When a person’s expectations of an event and his or her subsequent behavior based on those expectations make the outcome more likely to occur than would otherwise have been the case.
Four stages: Holding an expectation (for yourself or for others).
You believe: “I’m too dumb to pass this class.” Behaving in accordance with that expectation
You tell yourself: “Why study? I’m just going to fail…” The expectation coming to pass
The result: You fail the class. Reinforcing the original expectation
You tell yourself: “I knew it. I’m too dumb. I should drop out of school.”
Types of Self-Fulfilling Prophecies
Self-imposed prophecies: Your own expectations
influence your behavior When one person’s
expectations govern another’s actions, whether positive or negative Observer must
communicate their belief for the prediction to have an effect
Belief can be communicated in many different ways
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Section 2PRESENTING THE SELF
Interplay
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Identity Management
Identity Management = The communication strategies people use to influence how others view them
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Public and Private Selves Perceived self = The
person you believe yourself to be in moments of honest self-reflection
Presenting self = Public image—the way we want to appear to others “Facework” =
Verbal and nonverbal ways we act in order to maintain our presenting image and the image of others Interplay, 13th Edition, Adler/Rosenfeld/Proctor
Copyright © 2015 by Oxford University Press, Inc.
Characteristics of Identity Management
We strive to construct multiple identities. We design identities
to fulfill our different “roles” (parent, child, student, employee, etc.)
Identity management is collaborative. We improvise scenes
where our character reacts with others.
We all collaborate in this “theater of life”
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Characteristics of Identity Management
Identity management can be deliberate or unconscious. Deliberate Examples:
Work = “conscientious” employee
School = “studious” student Parent = “good” child Peers = “popular” peer Significant other =
“considerate” partner We unconsciously act in small
public performances by making a particular facial expression or using a particular tone of voice.
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Face-to-Face Impression Management
In our Manner… Words Nonverbal actions
In our Appearance… How we dress How we “look” We use personal items to help shape an image
Our Setting… We use physical items to influence how others view us
Decorating our “spaces” Home Workplace Vehicles Interplay, 13th Edition, Adler/Rosenfeld/Proctor
Copyright © 2015 by Oxford University Press, Inc.
Impression Management in Social Media
The Internet offers an opportunity for people to present themselves in a variety of ways.
In mediated identity management, manner, appearance, and setting can change The “Catfish”
Phenomenon How do these changes
make it easier or more difficult to manage identity?
Here’s a video depicting online deception.
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Identity Management and Honesty
Deception in cyberspace is common.
People sometimes misrepresent themselves to gain the trust of others.
There is not only one honest way to behave in every circumstance.
Impression management involves deciding which face—which part of yourself—to reveal.
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Section 3DISCLOSING THE SELF
Interplay
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Disclosing the Self Self-disclosure =
Information about the self that is purposefully communicated to another person
Distinguishing factors of self-disclosure: Honesty Depth Availability of information Context of sharing
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Models of Self-Disclosure Degrees of Self-Disclosure: The Social Penetration Model
(Altman and Taylor) Two dimensions:
Breadth of information shared Depth of information shared
Development of a relationship is a progression from the periphery of the model to its center (sometimes, it is like a spiral)
Types of information revealed: Clichés—ritualized, stock responses Facts Opinions Feelings
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Models of Self-Disclosure
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Models of Self-Disclosure
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Benefits of/Reasons for Self-Disclosure
Benefits/Reasons: Catharsis (release) Self-clarification Self-validation Reciprocity Impression formation Relationship
maintenance and enhancement
Moral obligation
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Risks of Self-Disclosure Risks:
Rejection Negative impression Decrease in relational
satisfaction Loss of influence Loss of control Hurt the other person
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Guidelines for Self Disclosure
Before you self-disclose, ask yourself:
Is the other person important to me?
Is the risk of disclosing reasonable?
Is the self-disclosure appropriate? Is the disclosure reciprocated? Will the effect be constructive?
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.
Alternatives to Self-Disclosure
Silence Lying
Benevolent lies—not malicious
Equivocation Equivocal language
= Two or more plausible meanings
Hinting We hint to get
desired response from other person
The Ethics of Evasion Evasion provides a way to
manage difficult situations, but…
There are times when honesty is the right approach, even when it’s painful
Before you lie or evade, ask yourself: Are the effects of a lie worth it in
the long term? Is the indirect message in the
interest of the receiver? Is evasion the only way to behave? How would others respond if they
knew what you were really thinking/feeling?
Interplay, 13th Edition, Adler/Rosenfeld/ProctorCopyright © 2015 by Oxford University Press, Inc.