Answer all four questions

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Interpersonal Messages Fourth Edition Joseph A. DeVito

Chapter 3

Perception of

Self and Others

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Chapter Objectives After reading this chapter, you should be able to:

3.1 Define self-concept, self-awareness, and self-esteem and explain the ways in which you may increase self-awareness and self-esteem.

3.2 Define perception and explain its five stages.

3.3 Define the six factors that influence interpersonal perception, and explain how you might increase accuracy in your own interpersonal perception.

3.4 Identify and give examples of the strategies of impression management.

The Self in Interpersonal Communication (1 of 5) 3.1 Define self-concept, self-awareness, and self-esteem and explain the ways in which you may increase self-awareness and self-esteem.

Self-Concept

Others’ Images of You

Comparisons With Others

Cultural Teachings

Self-Evaluations

Figure 3.1

The Sources of Self Concept

The Self in Interpersonal Communication (2 of 5)

Self-Awareness

Your knowledge of yourself

Understanding how your self-concept develops can increase your self awareness

The Johari Window

Figure 3.2 The Johari Window

The Self in Interpersonal Communication (3 of 5)

Your Four Selves

Open Self

Blind Self

Hidden Self

Unknown Self

Figure 3.3

Johari Windows of Varied structures

The Self in Interpersonal Communication (4 of 5)

Growing in Self-Awareness

Ask yourself about yourself

Listen to others

Actively seek information about yourself

See your different selves

Increase your open self

VIEWPOINTS Cultural Background

Your cultural background will significantly influence your responses to how you’d respond to this simple question, “Who am I?” In one study, for example, participants form Malaysia (a collectivist culture) and from Australia and Great Britain (individualist cultures) completed this test. Malaysians produced significantly more group self-descriptions and fewer idiocentric self-descriptions than did the Australian or British respondents (Bochner, 1994).

Can you identify self-descriptions that are influenced by your cultural orientation, particularly your collectivist-individualist orientation?

The Self in Interpersonal Communication (5 of 5)

Self Esteem

Attack self-destructive beliefs

Beware of the imposter phenomenon

Seek out nourishing people

Work on projects that will result in success

Secure affirmation

Figure 3.4

Climbing to Self-Esteem

VIEWPOINTS Self-esteem

Despite its intuitive value, self-esteem has its critics (Epstein, 2006). Some researchers argue that high self-esteem is not necessarily desirable: It does nothing to improve academic performance, does not predict success, and may even lead to antisocial (even aggressive) behavior. Interestingly enough, a large number of criminals and delinquents are found to have high self-esteem. And conversely, many people who have low self-esteem have become quite successful (Owens, Stryker, & Goodman, 2002).

How do you feel about the benefits or liabilities of self-esteem?

Perception in Interpersonal Communication (1 of 5) 3.2 Define perception and explain its five stages.

Stage One: Stimulation

Interpersonal perception

Selective perception

Selective attention

Selection exposure

Figure 3.5 The Stages of Perception

VIEWPOINTS Selective Perception

Consider your own selective perception, particularly as it occurs in the classroom or in the workplace.

In what ways is your selective perception useful? In what ways does it hold you back?

Perception Interpersonal Communication (2 of 5)

Stage Two: Organization

Proximity

Similarity

Contrast

Perception Interpersonal Communication (3 of 5)

Stage Three: Interpretation—Evaluation

Based on your own filter, you determine meaning and evaluate what you have sensed.

Perception Interpersonal Communication (4 of 5)

Stage Four: Memory

Your interpretations and evaluations are placed into memory.

Perception Interpersonal Communication (5 of 5)

Stage Five: Recall

As you go through this process in the future, you may access what you remember.

You reconstruct items in a way that is meaningful to you.

Sometimes recall can have inaccuracies:

Stereotypes

Inconsistencies

Contradictions

Impression Formation (1 of 3) 3.3 Define the six factors that influence perception, and explain how you might increase accuracy in your own interpersonal perception.

Impression Formation Process

Self-fulfilling prophecy

Personality theory

Halo effect

Reverse halo effect

Perceptual Accentuation

self-fulfilling prophecy: a prediction that comes true because you act on it as if it were true

perceptual accentuation: leads you to see what you expect or want to see

Impression Formation (2 of 3)

Impression Formation Process

Primacy-recency

Primacy effect

Recency effect

Consistency

Attribution of control

Attribution

Self-serving bias

Overattribution

Fundamental attribution error

primacy effect: what comes first exerts the most influence

recency effect: what comes last exerts the most influence

attribution: the process by which you try to explain the motivation for a person’s behavior

Impression Formation (3 of 3)

Increasing Accuracy in Impression Formation

Analyze your impressions

Reduce uncertainty

Check your perceptions

Increase your cultural sensitivity

VIEWPOINTS Impression Formation

What one suggestion for increasing accuracy in impression formation do you wish others would follow more often when they make judgments about you?

Impression Management (1 of 7) 3.4 Identify and give examples of the strategies of impression management.

To Be Liked: Affinity-Seeking and Politeness Strategies

Impression management

Affinity seeking strategies

Increases chances of being liked

Politeness strategies

Positive face

Negative face

Figure 3.6 Impression Management Goals and Strategies

Impression management: refers to the processes you go through to create the impression you want other people to have of you.

positive face: the desire to be viewed positively by others, to be thought of favorably

negative face: the desire to be autonomous, to have the right to do as we wish

Impression Management ( 2 of 7)

To Be Believed: Credibility Strategies

To be seen as competent, of good character, and dynamic.

Impression Management (3 of 7)

To Excuse Failure: Self-Handicapping Strategies

Self-handicapping strategies

To excuse actual or possible future failures

VIEWPOINTS Accents

There is some evidence that we attribute less credibility to people who have accents than we do to people who don’t. (Lev-Ari & Keysar, 2010).

Does your experience support this? Can you think of exceptions? For example, might the chef who speaks with a French accent been seen as having more credibility than one without such an accent?

Impression Management (4 of 7)

To Secure Help: Self-Deprecating Strategies

Self-deprecating strategies

To secure help by making yourself seem unable to do the task

Impression Management (5 of 7)

To Hide Faults: Self-Monitoring Strategies

Self-monitoring strategies

To hide faults, to emphasize the positive and minimize the negative

Impression Management (6 of 7)

To Be Followed: Influencing Strategies

Influencing strategies

To be persuasive, to be in control, to be followed, to be the leader

Impression Management (7 of 7)

To Confirm Self-Image: Image-Confirming Strategies

Image-confirming strategies

To see reassurance of one’s self-image; to be recognized for who you are or how you want to be seen