Em Griffin A First Look at Communication Theory 7 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 Collectivism and Individualistic Cultures  Self-Construal: Varied Self-Images Within a Culture Self-Construal: Varied Self-Images Within a Culture  The Multiple Faces of Face The Multiple Faces of Face  Predictable Styles of Conflict Management Predictable Styles of Conflict Management  Application: Competent Intercultural Facework Application: Competent Intercultural Facework  Critique: Passing the Test With a Good Grade Critique: Passing the Test With a Good Grade Slide 2

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Face-Negotiation Theory  Ting-Toomey assumes that people of every culture are always negotiating face Facework of people from individualistic cultures will be strikingly different from face work of people from collectivistic cultures Slide 3

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 Slide 4

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Face-Negotiation Theory  Face maintenance is crucial intervening variable that ties culture to people’s way of handling conflict Slide 5 Type of Culture Type of Self- Construal Type of Face Maintenance Type of Conflict Management

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Figure 31-1: Some Techniques of Third-Party Mediation Slide 6

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Collectivism and Individualistic Cultures  Ting-Toomey bases face-negotiation theory on distinction between collectivism and individualism Collectivism and individualism differ in how one perceives Self Goals Duty Slide 7

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 Slide 8

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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. Slide 9

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Self-Construal: Varied Self-Images Within A Culture  People are not cultural clones People 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 Slide 10

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 Slide 11

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Self-Construal: Varied Self-Images Within A Culture  Relational reality of self-image within the same culture can vary Culture 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 Slide 12

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill The Multiple Faces of Face  “Face” is a universal concern Extension of self-concept, a vulnerable, identity-based resource  Three orientations of face: Self-face Other-face Mutual face Slide 13

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill The Multiple Faces of Face  Face is a universal concern Face-concern – regard for self-face, other face, or mutual face Face-restoration – self-concerned facework strategy used to preserve autonomy and defend against loss of personal freedom Slide 14

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 Slide 15

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Predictable Styles of Conflict Management  The five generally accepted responses to conflict Avoiding (withdrawal) Obliging (giving in) Compromising (negotiation) Integrating (problem solving) Dominating (competing) Slide 16

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 Slide 17

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 Slide 18

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 expression Passive aggression Third-party help Slide 19

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 Slide 20

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 Slide 21

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Figure 31.2: A Cultural Map of Eight Conflict Management Styles Slide 22

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Application: Competent Intercultural Facework  Ting-Toomey believes cultural knowledge, mindfulness, and facework interaction skills are requirements for effectively communicating across cultures Slide 23

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 Slide 24

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Figure 31-3: Face-Negotiation Model Slide 25

© 2009 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill 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 Slide 26