Identity Negotiation

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. Identity negotiation thus provides the interpersonal ‘glue that holds relationships together. The idea that identities are negotiated originated in the sociological literature during the middle of the 20th century. A leading figure in this movement was Goffman, who asserted that the first order of business in social interaction is establishing a ‘working consensus’ or agreement regarding the roles each person will assume in the interaction.

The actual phrase ‘identity negotiation’ was introduced by Swann (1987), who emphasized the tension between two competing processes in social interaction, behavioral confirmation and self-verification. Behavioral confirmation occurs when one person (the ‘perceiver’) encourages another person (the ‘target’) to behave in ways that confirm the expectancies of the perceiver. Self-verification occurs when the ‘target’ persuades the ‘perceiver’ to behave in a manner that verifies the target’s firmly held self-views or identities. When the expectancies of perceivers clash with the self-views of targets, a ‘battle of wills’ may occur. Such ‘battles’ can range from short-lived, mild disagreements that are quickly and easily solved to highly pitched confrontations that are combative and contentious. On such occasions, the identity negotiation process represents the means through which these conflicting tendencies are reconciled.

More often than not, the identity negotiation process seems to favor self-verification, which means that people tend to develop expectancies that are congruent with the self-views of target persons. Such congruence is personally adaptive for targets because it allows them to maintain stable identities and having stable identities is generally adaptive. That is, stable identities not only tell people how to behave, they also afford people with a sense of psychological coherence that reinforces their conviction that they know what to do and the consequences of doing it. Groups also benefit when there is congruence among group members. When people maintain stable images of themselves, other members of the organization can count on them to ‘be’ the same person day in and day out and the identity negotiation process can unfold automatically. This may free people to devote their conscious attention to the work at hand, which may explain why researchers have found that groups characterized by high levels of congruence perform better. Also, just as demographic diversity tends to undermine group performance when congruence is low, diversity improves performance when congruence is high.

Some instances of incongruence in relationships are inevitable. Sudden or unanticipated changes of status or role of one person, or even the introduction of a novel person into a group, may produce discrepancies between people’s self-views and the expectancies of others. In work settings, promotions can foment expectancy violations if some members of the organization refuse to update their appraisals of the recently promoted person. When incongruence occurs, it will disturb the normal flow of social interaction. Instead of going about their routine tasks, interaction partners will be compelled to shift their conscious attention to the task of accommodating the identity change that is the source of the disruption. Frequent or difficult-to-resolve disruptions could be damaging to the quality of social interactions and ultimately interfere with relationship quality, satisfaction and productivity.

Stella Ting-Toomey applied the concept of Identity Negotiation on the field of intercultural communication. Based on her cross-cultural-face-negotiation-theory, Ting-Toomey argued that identity negotiation is the precondition for successful intercultural communication. Ting-Toomey argues that the effective identity negotiation process depends on various aspects which influence each other and therefore determine the degree to which an individual is able to manage intercultural communication. In her theory Ting-Toomey states that every human being has so called ‘multiple self identity images’ like for instance cultural, social, or personal identity images which exert influence both on peoples’ communicative motivation and the sense of identity coherence which is also resultant from a low or rather high personal self-esteem. Beside the motivation to communicate and a person’s identity coherence, cognitive, affective, as well as behavioral resourcefulness additionally affect the negotiation process: How mindful is a person? To what extent are people able to manage reactive emotions or the self-esteem?

Leave a Reply

Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Google photo

You are commenting using your Google account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )

Connecting to %s

This site uses Akismet to reduce spam. Learn how your comment data is processed.