1. CHAPTER 3

3. Self Concept  Composed of stable ideas about who you are Multifaceted ○ We define ourselves in many ways Partly subjective ○ Based on our impression of ourselves—difficult to judge ourselves objectively Enduring but changeable ○ Significant life events

5. How Self-Concept Develops  Personality and Biology Pattern of distinctive ways you tend to think and act across most situations Nature vs. Nuture  Culture and Gender Roles

6. How Self-Concept Develops  Reflected Appraisal Process where a person’s self-concept is influenced by our beliefs regarding what other people think of us  Social Comparison Theory We compare ourselves to others around us Reference Groups

8. Self-Concept Management  Self-Monitoring High and low—discussed in Ch. 1  Self-Fulfilling Prophecy A prediction causes people to act and communicate in ways that make the prediction come true Our expectations and others’ expectations influence behavior Our expectation causes something to happen

10. Valuing the Self: Self-Esteem  Self-Esteem Subjective evaluation of your value and worth as a person.

11. BENEFITS AND DRAWBACKS OF SELF-ESTEEM  Social Behavior Positive self-esteem correlates with outgoing social behavior  How we See Ourselves and Others People with positive self-esteem are happier with their lives—have higher emotional intelligence  Performance Not a major correlation for sports, school, or work performance

13. o William Schutz o Self-esteem interacts with interpersonal needs to affect our communication:  Control  Inclusion  Affection The Self and Interpersonal Needs

14.  Image management is collaborative  Others help us present ourselves  We manage multiple identities  Multiple role expectations  Image management is complex  Competing goals Image management is the process by which our behavior reflects a specific image we want to present Image Management Principles

15. MANAGING FACE NEEDS  Erving Goffman  Face We each have a desired public image  Facework The behaviors we use to maintain that image.

16. MANAGING FACE NEEDS  Face and Face Needs Fellowship—need to have others like and accept us Autonomy—need to avoid being imposed upon by others Competence—need to have others respect us and acknowledge our abilities and intelligence  Face Threats Something fails to fulfill one of your face needs “Saving face”—defense mechanism

17. Self-disclosure is the act of intentionally giving others information about ourselves that we believe to be true but we think they don’t already have. Self-Disclosure

19. Principles of Self-Disclosure  Self-Disclosure Is Intentional and Truthful Varies in Breadth and Depth ○ Social Penetration Theory

20. Principles of Self-Disclosure  Self-Disclosure Varies among Relationships Follows a Gradual Process Online Self-disclosure Follows a Different Pattern  Self-Disclosure Is Usually Reciprocal Can serve many Purposes Is influenced by Cultural and Gender Roles

21. Self-Disclosure Benefits  Enhancement of Relationships and Trust  Reciprocity  Emotional Release  Assistance to Others

22. Self-Disclosure Risks  Rejection  Chance of Obligating Others  Hurt to Others  Violation of Others’ Privacy  Risks of Disclosing Online

23. A visual representation of the self that is composed of four parts (panes):  Open  Hidden  Blind  Unknown The Johari Window

24. The Johari Window Model The Johari Window

25. o A unique window exists for each person in a relationship. o Degree of self-disclosure and receptivity to feedback in a relationship changes the window panes. o The panes could reflect one of four extremes. Johari Window and Self-Disclosure

26. Turtle Extreme Open Blind Hidden Unknown

27. Interviewer Extreme Open Blind Hidden Unknown

28. Bull in the China Shop Extreme Open Blind Hidden Unknown

29. “Ideal” Extreme Open Blind Hidden Unknown

30. Australian Aboriginal Proverb