Transcript Ch03a_Interplay11 - Forensic Consultation

Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
CHAPTER 3
Communication and Self-Concept,
Continued…
Interplay
Section 1
COMMUNICATION AND
THE SELF-CONCEPT
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Communication and the Self-Concept
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Self-concept, defined:
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A relatively stable set of
perceptions you hold of
yourself.
Imagine a special mirror
that reflect physical
features and allow you to
view other aspects of
yourself.
Reflection is your selfconcept.
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Communication and Self-Esteem

Self-esteem, defined:

Part of the self-concept that
involves evaluations of selfworth.

How does high or low selfesteem affect communication
behavior?

What do the authors mean
by: “Although self-esteem
has obvious benefits, it
doesn’t guarantee
interpersonal success”?
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
How the Self-Concept Develops
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Reflected appraisal, defined:
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A mirroring of the judgments of
those around you.
“Significant others” are
people whose evaluations are
especially influential.
How is the self-concept formed
through reflected appraisal?
What are some potential
pitfalls of reflected appraisal?
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Social Comparison

Social comparison, defined:
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Evaluating ourselves in terms
of how we compare with
others.
Reference groups
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People we use to evaluate our
own characteristics.
How can social comparison
give a person an overly
positive or overly negative
self-concept?
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Interplay
Section 2
CHARACTERISTICS OF
THE SELF-CONCEPT
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
The Self-Concept is Subjective
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We inflate and/or
underestimate our selfperception.
How may an
individual’s selfperception be
influenced by:
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obsolete information?
distorted feedback?
the myth of perfection?
social expectations?
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
A Healthy Self-Concept is Flexible
 Why
must our selfconcept change in
order to stay
realistic?
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
The Self-Concept Resists Change
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Why do we resist
revision of our selfperception?
Cognitive conservatism,
defined:

Seeking information that
conforms to an existing
self-concept.
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Changing Our Self-Concept
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Four requirements:
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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, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Interplay
Section 3
THE SELF-FULFILLING PROPHECY AND
COMMUNICATION
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
The Self-Fulfilling
Prophecy and Communication
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Self-fulfilling prophecy, defined:
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When a person expectations of an event, and her or high
subsequent behavior based on those expectations, make the
outcome more likely to occur than would otherwise have true.
Four stages:
 Holding an expectation (for yourself or for others)
 Behaving in accordance with that expectation
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The expectation coming to pass
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Reinforcing the original expectation
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Types of Self-Fulfilling Prophecies
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Type #1: Self-imposed
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Your own expectations influence your
behavior.
Research:
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“Communicators who believed they were
incompetent proved less likely than others
to pursue rewarding relationships and
more likely to sabotage their existing
relationships.”
Type #2: When a person’s expectations
govern another’s actions, whether
positive or negative.
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“Pygmalion effect” = positive
“Golem” effect = negative
Observer must communicate their belief
for the prediction to have an effect.
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Changing Your Self-Concept
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Have realistic expectations.
Have a realistic perception of
yourself.
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Have the will to change.

Have the skill to change.
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Interplay
Section 4
PRESENTING THE SELF:
COMMUNICATION AS IDENTITY
MANAGEMENT
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Identity Management

Identity management,
defined:
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The communication
strategies people use to
influence how others view
them.
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Public and Private Selves
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Perceived self, defined:
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The person you believe
yourself to be in moments
of honest self-reflection
Unlikely to reveal this self
to another person.
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Public and Private Selves
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Presenting self, defined:
 An image (socially
approved) we want to
present to others
“Facework” (Sociologist Erving
Goffman)
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The nonverbal ways we act to
maintain our own presenting
images and the image of others
How does Goffman’s concept
of “face” relate to the
presenting self?
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Characteristics of Identity Management
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We strive to construct
multiple identities
 What
are some different
contexts or situations in which
you may construct different
identities?
 Explain whether or not a
person can present different
identities simultaneously.
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Characteristics of Identity Management
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Identity management is
collaborative
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“Process theater” in which
we improvise scenes
where our character
reacts with others.
What happens when
someone rejects or does
not collaborate with our
identity management
attempts?
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Characteristics of Identity Management
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Identity management can
be deliberate or
unconscious
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What situations would
require deliberate identity
management?
We unconsciously act in small
public performances, making
a particular facial
expression or using a
particular tone of voice.
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Characteristics of Identity Management
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People differ in their
degrees of identity
management
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What are advantages to
being a high self-monitor?
Drawbacks?
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Interplay
Section 5
WHY MANAGE IMPRESSIONS?
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Why Manage Impressions?
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Social rules
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Personal goals
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Relational goals
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It is impossible not to
create impressions.
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
How Do We Manage Impressions?
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Face-to-face impression
management
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Manner
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Appearance
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Words
Nonverbal actions
Personal items people use to shape an
image
 Clothing
 Hairstyle
 Personal affects
Setting
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Physical items people use to influence
how others view them
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“Artifacts” decorate the space we
live in
Automobiles
Artwork
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Identity Management in
Mediated Environments
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Computer-mediated
communication (CMC)
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“One of the interesting things
about the Internet is the
opportunity it offers people
to present themselves in a
variety of different ways.”
In mediated identity
management, how do the
factors of manner,
appearance, and setting
change?
How do these changes make
it easier or more difficult to
manage identity?
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Identity Management and Honesty
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People sometimes
misrepresent themselves
to gain the trust of
others.
What are examples of
ethical or honest
identity management?
Not only one honest
way to behave in every
circumstance.
Impression management
involves deciding which
face—which part of
yourself—to reveal.
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.
Interplay
END OF SECTION
CHAPTER CONTINUES
IN PART TWO
Interplay, Eleventh Edition, Adler/Rosenfeld/Proctor
Copyright © 2010 by Oxford University Press, Inc.