This document discusses organizational preferences and strategies for persuasion across cultures. It notes that in U.S. English, essays and speeches follow a linear structure with a clear thesis, while Japanese paragraphs connect ideas indirectly. It also describes three general persuasion styles - quasilogical using evidence, presentational appealing to emotion, and analogical using stories - and how cultural norms influence acceptable evidence and emotional appeals. The document then covers maintaining relationships across cultures, including dimensions of relationships, balancing autonomy/connection, and managing uncertainty through disclosure.

1. THE EFFECTS OF CODE USAGE IN INTERCULTURAL
COMMUNICATION
(Chapter 9)
Preferences In the Organization of
Messages

2. Organizational Preferences in the Use of
U.S. English :
• The structure of a good essay or speech in U.S.
English requires the development of a specific
theme.
• A thesis statement, which is the central
organizing idea of the speech or essay, is the
foundation on which speakers or writers develop.

3. Organizational Preferences in the Use of
U.S. English :
• Correct organization in U.S. English means that
writers or speakers clearly state their thesis at
the beginning and provide the audience with an
overview of their main points.
• The organizational pattern preferred in the
formal use of U.S. English can best be described
as linear. This pattern can be visualized as a
series of steps or progressions that move in a
straight line toward a particular goal or idea.

4. Organizational Preferences in Other
Languages and Cultures
• In English, which is a speaker-responsible
language, the speaker is expected to provide the
structure and, therefore, much of the specific
meaning of the statements.
• In Japanese, which is a listener-responsible
language, speakers need to indicate only
indirectly what they are discussing and what they
want the listener to know when the conversation
is over.

5. Organizational Preferences in Other
Languages and Cultures
• The preferred structure of a Japanese paragraph is
often called a "gytr" or a series of "stepping stones"
that depend on indirection and implication to
connect ideas and provide the main points.
• In Hindi, one does not typically develop just one unified
thought or idea; rather, the preferred style contains
digressions and includes related material.
• Chinese speech also tends to use single words such as
because, as, and so to replace whole clause connectives,
such as "in view of the fact that," "to begin with," or "in
conclusion," that are commonly used in English.

6. Cultural Variations in Persuasion

7. Persuasion in Intercultural Encounters
• Involves culturally heterogeneous individuals.
• Communicative situations require knowledge and
skill in using the appropriate means of persuasion.
• The effective use of verbal and nonverbal codes to
persuade another varies greatly from culture to
culture.
• Persuasion involves an interaction between a
speaker and his or her audience, in which the
speaker intends to have the audience accept a point
of view or a conclusion.

8. Cultural Differences in What ls Acceptable
as Evidence
• Evidence is what a persuader offers to those she or
he is trying to persuade.
• People use parables or stories as a form of evidence.
• The European American culture prefers physical
evidence and eyewitness testimony.
• The U.S. legal system, however, depends on the
testimony of others, , for example witnesses of
traffic accidents.

9. Cultural Differences in Styles of
Persuasion
• European Americans are influenced by the rhetoric
of Aristotle, who emphasized the separation of logic
and reason from emotions.
• Thai, Arab, and Chinese discourse all have rhetorical
traditions that emphasize the importance of emotion
in assessing the truthfulness of a situation.
• Mexicans are sometimes very emotional and
dramatic.

10. THREE GENERAL STRATEGIES OF
PERSUASION
• Quasilogical Style: preferred style for members of
many Western cultures use objective statistics and
testimony from expert witnesses as evidence.
• The speaker or persuader will connect the evidence
to the persuasive conclusion by using such words as
thus, hence, and therefore.
• Presentational Style: emphasizes and appeals to the
emotional aspects of persuasion.
• The persuader uses language to create an emotional
response.

11. THREE GENERAL STRATEGIES OF
PERSUASION
• Analogical Style: seeks to establish an idea (a
conclusion) and to persuade the listener by providing
an analog¡ a story, or a parable in which there is
either an implicit or explicit lesson to be learned.
• Is that the collective experience of groups of people-
the culture-is persuasive, rather than the ideas
themselves or the characteristics of a dynamic
individual.

12. Cultural Variations ¡n the Structure of
Conversations

13. Value of Talk and Silence
• The importance given to words varies greatly
from one culture to the next.
• In informal conversations between friends,
individuals often "give my word" to assure the
truth of their statement.
• The spoken word is seen as a reflection of a
person's inner thoughts.
• People need words to communicate accurately
and completely.

14. Rules for Conversations
(Examples)
• How do you know when it is your turn to talk in a
conversation?
• When you talk to a person you have never met
before, how do you know what topics are
acceptable for you to discuss?
• In a conversation, must your comments be
directly related to those that come before?
• …

15. Intercultural Competence in Interpersonal Relationships
(Chapter 10)
Cultural Variations in Interpersonal
Relationships

16. Types of Interpersonal Relationships
• Interpersonal connections occur because of
blood or marriage.
• Exist because of overlapping or interdependent
objectives and goals.
• Complex and involved.
• Simple and casual.
• Are brief and spontaneous.
• Last a lifetime.

17. Participants
• Strangers : someone whom you do not know and who
is therefore unfamiliar to you.
• Acquaintance: someone you know, but only casually.
Typically engage in social politeness rituals.
• Friends: someone you know well, someone you like,
and someone with whom you feel a close personal
bond.
• Romantic Partners: The diversity of cultural norms that
govern romantic relationships is an excellent example
of the wide range of cultural expectations.

18. Dimensions of Interpersonal Relationships
• Control: involves status or social dominance.
often conveyed by the specific names or titles
used to address another person.
• Affiliation: interpret the degree of friendliness,
liking, social warmth, or immediacy that is being
communicated.
• Activation: refers to the ways people react to the
world around them.

19. Dynamics of Interpersonal Relationships
• Autonomy connection dialectic: Individuals want
a sense of separation from others (autonomy)
and a feeling of attachment to others
(connection).
• Novelty predictability dialectic: desire for change
and stability in their interpersonal relationships.
• Openness closedness dialectic: desire to share or
withhold personal information.

20. The Maintenance of Face in Interpersonal
Relationships

21. Types of Face Needs
• Control face: concerned with individual
requirements for freedom and personal
authority.
• Approval face: concerned with individual
requirements for affiliation and social contact.
• Admiration face: concerned with individual
needs for displays of respect from others.

22. Facework and Interpersonal
Communication
• Refers to the actions people take to deal with
their own and others face needs.
• Everyday actions that impose on another, such as
requests, warnings, compliments, criticisms,
apologies, and even praise, may jeopardize the
face of one or more participants in a
communicative act.

23. Facework and lntercultural
Communication
• Competent facework, lessens the potential for
specific actions face-threatening.
• Wide variety of communication behaviors:
apologies, excessive politeness, the narration of
justifications or excuses.

24. lmproving Intercultural Relationships
• Occur as a result of the knowledge and
perceptions people have about one another their
motivations to engage in meaningful interactions,
and their ability to communicate in ways that are
regarded as appropriate and effective.

25. Learning about People from Other
Cultures
• Components of Uncertainty and Anxiety
Management:
• Uncertainty refers to the extent to which a
person lacks the knowledge, information, and
ability to understand and predict the intentions
and behaviors of another.
• Anxiety refers to an individual's degree of
emotional tension and her or his inability to cope
with change, to live with stress, and to contend
with vague and imprecise information.

26. Strategies for Reducing Uncertainty and
Anxiety
• Passive strategies involve quiet and surreptitious
observation of another person to learn how he or she
behaves.
• Active strategies include efforts to obtain information
about another person by asking others or structuring the
environment to place the person in a situation that
provides the needed information.
• Interactive strategies involve actually conversing with the
other person in an attempt to gather the needed
information. As you might expect, there are large cultural
differences in the preferred strategies that are used to
reduce uncertainty and manage anxiety in intercultural
encounters.

27. Sharing Oneself with People from Other
Cultures
• Self-disclosure.
• The breadth of self-disclosing information refers to the
range of topics that are revealed.
• The depth of the self-disclosing information refers to
the degree of "personalness" about one self that is
revealed.
• Valence refers to whether the self-disclosure is
positive or negative, and thus favorable or
unfavorable.
• Timing refers to when the self-disclosure occurs in the
course of the relationship.
• Target refers to the person to whom self-disclosing
information is given.

28. Handling Differences in Intercultural
Relationships
• Is a major nemesis for most people.
• Conflict may involve either task or
instrumental issues.
• Cultures also shape attitudes toward conflict.
• Face is very likely to be threatened, and all
participants are vulnerable to the face-
threatening acts that can occur.