The Face Negotiation Theory tries to put into perspective conflict management concerning cultural diversity. The theory was established in 1985 by Stella Ting-Toomey, and it helps to understand how culture affects the management of disagreement between culturally diversified individuals. Toomey argued that individuals are either individualistic or collectivists based on their cultural background. Individualistic people tend to give more attention to their own identity and personality while the collectivists are more concerned with the welfare of the group (Ting-Toomey, 1988). In handling a conflict, individuals will, therefore, aim to maintain a self-image that will either preserve their identity or that of their society. There are several examples of cultural differences that relate to the theory.
The first example of a situation that relates to the theory is the apparent cultural differences between the Asians and the Americans. Most Asians have an interdependent culture where individuals generally protect the reputations of other members of society (Oetzel &Ting-Toomey, 2003). This means that in a conflict situation, Asians think of the welfare of the entire group when deciding on conflict resolution. Most Asians, therefore, strive to amicably resolve conflicts to protect their self-image and that of the whole group. They have to consider the outcome of their reaction and the ripple effect that their actions will have on the image of other Asians. They, therefore, resolve to a quiet conflict resolution approach. This approach to conflict management can be attributed to their social background.
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On the other hand, the American culture is individualistic; hence most Americans try to protect their reputation in a conflict situation. This means that Americans are more likely to make themselves look good and go to extremes to preserve their self-image. Unlike the Asians, the Americans may resolve conflicts more competitively and aggressively. Conflict resolution for most Americans may be characterized by domination while for Asians it may be characterized by compromising and avoidance (Oetzel &Ting-Toomey, 2003). The cultural background of an individual defines the acceptable personality of that individual. It is critical to understand the cultural context of an individual for effective conflict management.
The second example of a situation that applies to the theory is found in the face maintenance attributed to social media appearance. Studies indicate that individuals strive to maintain their self-image on social media despite the challenges that they may be experiencing in real life. A survey done on incarcerated respondents revealed that most of them continued their Facebook presence through proxy management of their accounts by close relatives. These individuals had limited access to social media, but they had a desire to maintain their reputation through continued presence in social media. The close relatives managed their accounts and posted their photos to retain their status. The proxy management of their Facebook accounts ensured that they did not lose face in their social circles while they served their incarceration period.
This survey emphasizes the fact that individuals highly value their identity and they would go to extreme ends to maintain their self-image. Most individuals are concerned with how people perceive them and how society will judge them. Individuals strive to save their face and that of others depending on their cultural background.
In conclusion, it is imperative to understand the personality of an individual based on the social upbringing for effective conflict management. It is also important to realize that whether individualistic or collectivist, each culture has its pros and cons.
References
Oetzel, J. and Ting-Toomey, S. (2003). Face Concerns in Interpersonal Conflict. Communication Research, 30(6), pp.599-624.
Ting-Toomey, S. (1988). A face negotiation theory. Theory and intercultural communication, 47-92.
