Search results
Results from the WOW.Com Content Network
Face negotiation theory is a theory conceived by Stella Ting-Toomey in 1985, to understand how people from different cultures manage rapport and disagreements. [1] The theory posited " face ", or self-image when communicating with others, [ 1 ] as a universal phenomenon that pervades across cultures.
Identity management theory (also frequently referred to as IMT) is an intercultural communication theory from the 1990s. It was developed by William R. Cupach and Tadasu Todd Imahori on the basis of Erving Goffman 's Interaction ritual: Essays on face-to-face behavior (1967).
Within this claim there are three dimensions. "Autonomy face" describes a desire to appear independent, in control, and responsible. "Fellowship face" describes a desire to seem cooperative, accepted, and loved. "Competence face" describes a desire to appear intelligent, accomplished, and capable.
Identity negotiation refers to the processes through which people reach agreements regarding "who is who" in their relationships. Once these agreements are reached, people are expected to remain faithful to the identities they have agreed to assume. The process of identity negotiation thus establishes what people can expect of one another.
The Face Negotiation Theory Wikipedia entry is well-organized with appropriate headings and subheadings to make the reading experience accessible. The author presents a clear and concise definition of the theory in the introduction, and moves on to give readers more background about the theory.
According to Brown and Levinson, positive and negative face exist universally in human culture; it has been argued that the notion of face is the actual universal component to their proposed politeness theory. [19]
Negotiation is a strategic discussion that resolves an issue in a way that both parties find acceptable. Individuals should make separate, interactive decisions; and negotiation analysis considers how groups of reasonably bright individuals should and could make joint, collaborative decisions. These theories are interleaved and should be ...
Leigh Thompson is the J. Jay Gerber Professor of Dispute Resolution & Organizations in the Kellogg School of Management at Northwestern University. [1] She is the director of High Performance Negotiation Skills Executive program, [2] the Kellogg Leading High Impact Teams Executive program and the Kellogg Team and Group Research Center.