CHAPTER 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
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
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
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
Valuing the Self: Self-Esteem

Self-Esteem
 Subjective evaluation of your value and
worth as a person.
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
The Self and Interpersonal Needs
oWilliam Schutz
oSelf-esteem interacts with interpersonal
needs to affect our communication:
Control
Inclusion
Affection
Image Management Principles
Image management is the process by
which our behavior reflects a specific
image we want to present
Image management is collaborative
Others help us present ourselves
We manage multiple identities
Multiple role expectations
Image management is complex
Competing goals
MANAGING FACE NEEDS

Erving Goffman

Face
 We each have a desired public image

Facework
 The behaviors we use to maintain that
image.
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
Self-Disclosure
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.
Principles of Self-Disclosure

Self-Disclosure
 Is Intentional and Truthful
 Varies in Breadth and Depth
○ Social Penetration Theory
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
Self-Disclosure Benefits

Enhancement of Relationships and Trust

Reciprocity

Emotional Release

Assistance to Others
Self-Disclosure Risks

Rejection

Chance of Obligating Others

Hurt to Others

Violation of Others’ Privacy

Risks of Disclosing Online
The Johari Window
A visual representation of the self that is
composed of four parts (panes):
 Open
 Hidden
 Blind
 Unknown
The Johari Window
The Johari Window Model
Johari Window and Self-Disclosure
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.
Turtle Extreme
Open
Blind
Hidden
Unknown
Interviewer Extreme
Open
Blind
Hidden
Unknown
Bull in the China Shop Extreme
Open
Blind
Hidden
Unknown
“Ideal” Extreme
Open
Blind
Hidden
Unknown
Australian Aboriginal Proverb