1. 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

2. © 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

3. © 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

4. © 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

5. © 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

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

7. © 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

8. © 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

9. © 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

10. © 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

11. © 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

12. © 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

13. © 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

14. © 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

15. © 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

16. © 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

17. © 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

18. © 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

19. © 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

20. © 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

21. © 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

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

23. © 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

24. © 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

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

26. © 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