Uncertainty Reduction in Relation to Event Planning
By Stephanie Hutchings
November 19, 2009
COM 439
Certification of Authorship
CERTIFICATION OF AUTHORSHIP: I certify that I am the author
of this COM 439 assignment. Any assistance I received in its
preparation is fully acknowledged and disclosed within this
document. I have cited any and all sources, both print &
electronic, from which I have used data, ideas, or words, either
quoted or paraphrased. My cited sources are indicated within
this document using APA format. I also certify this work was
prepared by me specifically for this assignment as a requirement
for COM 439 Advanced Organizational Communication.
Student Signature- Stephanie Hutchings
Date: 11/19/09
Acknowledgements
I would like to thank my mentor, Jane Fawcett Hoover and my study buddy, Ashley Durbin for
their assistance throughout this semester. I have worked tirelessly to complete my thesis project and they
have been there for me every step of the way, offering guidance and encouragement. In addition, I
would like to thank the librarians at King Library for their assistance as I researched my topic of choice;
Uncertainty Reduction Theory. Finally, the staff at Barnes and Noble in Colerain, Ohio deserves thanks
and praise for helping me find helpful event planning materials.
Formal Abstract
In 1975, Charles R. Berger and Richard J. Calabrese introduced Uncertainty Reduction Theory to
the world. The theory suggests that reducing uncertainty is the primary function of communication. As
we get to know someone and seek information, increased liking will occur. Further, as we attempt to
gain information from another person, he or she will respond and ask questions in return. While Berger
and Calabrese began the research, may others followed such as; Bradac, Knobloch, Solomon, BoothButterfield, Theiss, etc.
When researching for articles, I chose theorists and communication scholars that maintain
opposing viewpoints. While most communication scholars feel that reducing uncertainty promotes a
healthy relationship, some do not. For example, Theiss and Solomon propose that a little uncertainty
may benefit an intimate relationship, and keep both parties from becoming bored.
Upon completion of my research, I put together two creative elements that will help event
planners to connect with their clients, reduce uncertainty, and plan events specifically tailored to their
client’s needs.
Table of Contents
Introduction………………………………………………………………………………………..6
Literature Review……………………………………………………………………………….7-12
Works Cited……………………………………………………………………………………….13
Bibliography………………………………………………………………………………………14
Core Theory Application………………………………………………………………………….15
Conclusion………………………………………………………………………………………...16
Creative Application………………………………………………………………………………17-64
Introduction
In 1975, Berger and Calabrese introduced the world to Uncertainty Reduction Theory. “Central
to the present theory is the assumption that when strangers meet, their primary concern is one of
uncertainty reduction or increasing predictability about the behavior of both themselves and the others in
the interaction” (Berger & Calabrese, 1975, p.100). In addition, high levels of uncertainty within a
relationship may inhibit its ability to grow and function properly.
From the information I have gathered regarding Uncertainty Reduction Theory, it is my goal to
respond successfully through a creative medium to the following research questions and propositions.
RQ1: How does one best apply Uncertainty Reduction Theory within the field of event planning to ensure
success?
RQ2: How Can Uncertainty Reduction Theory respond to the challenges facing event planners today?
P1: If used effectively, elements of Uncertainty Reduction Theory will improve the quality and success
of both corporate and social events.
P2: Individuals will report greater levels of satisfaction when their event planner takes the time to
reduce uncertainty, calm their fears and get to know them on a personal level.
Literature Review
Bradac, James: Theory Comparison: Uncertainty Reduction, Problematic Integration, Uncertainty
Management, and Other Curious Constructs
URT suggests that initial interactions are fraught with high levels of uncertainty. According to
Bradac (2001), uncertainty may “be reduced by high amounts of verbal communication and nonverbal
affiliative expressiveness and by perceived similarities” (p.459). Further, as one works to reduce
uncertainty, “mutual liking will increase and information seeking will decrease” (Bradac, 2001, p. 459).
Thus, one may conclude that uncertainty will lead to increased verbal communication, followed by
increased liking and eventually, a decrease in information seeking behavior.
Knobloch, Leanne & Solomon, Denise: Information Seeking Beyond Initial Interaction
According to Knobloch and Solomon (2002), uncertainty within relationships stems from three
distinct sources, such as; self uncertainty, partner uncertainty, and relationship uncertainty. Self
uncertainty refers to the feelings of doubt one may experience about their own level of participation in a
relationship. Partner uncertainty occurs when one partner in a relationship experiences feelings of doubt
about their partners’ participation in the relationship. Finally, relationship uncertainty exists when both
partners feel anxious about the relationship itself. “Whereas self and partner uncertainty are focused on
individuals, relationship uncertainty is focused on the dyad as a unit” (Knobloch & Solomon, 2002,
p.245). Understanding these three types of uncertainty help individuals to reduce uncertainty in the most
efficient and effective way possible (Knobloch & Solomon, 2002, p.245).
Further, the researchers have concluded that “the desire for a relationship, evaluation of it’s
worth, and goals for its progression” drive uncertainty between the self and one’s partner (Knobloch &
Solomon, 2002, p. 245). In addition, uncertainty within a relationship is spawned from “(a) norms for
appropriate behavior within the relationship, (b) mutuality of feelings between partners, (c) the
definition of association, and (d) the future of the relationship” (Knobloch & Solomon, 2002, p. 245).
The aforementioned content areas address the multitude of issues that influence uncertainty within
relationships. While the list of content areas are by no means complete, Knobloch and Solomon (2002)
believe that “relational uncertainty is useful…because it encompasses self, partner, and relationship
sources of ambiguity, and it captures issues that are particularly salient to participants in close
relationships” (p. 245-246).
Knobloch and Solomon (2002) suggest that “people are fundamentally motivated to reduce
uncertainty” and when it comes to initial interaction, reducing uncertainty “corresponds with gaining as
much information as possible to offset the many unknowns” (p. 246). Further, reducing uncertainty
helps one to feel a sense of accomplishment, togetherness and closeness with their partner. While
reducing uncertainty within relationships may create positive feelings, neglecting the process of
uncertainty reduction may cause decreased liking, reduced attraction, and feelings of jealousy (Knobloch
& Solomon, 2002, p. 246-247).
Goldsmith, Daena: A Normative Approach to the Study of Uncertainty and Communication
Goldsmith (2001) explains that “reducing uncertainty to an acceptable level is necessary for
smooth, coordinated, and understandable interactions to occur and for individuals to have a sense of
control over their environment and outcome” (p. 515).
As her research indicates, uncertainty reduction theory was “designed to predict and explain the
frequency with which various communicative behaviors would occur, the relationship between
frequency of behaviors and amounts or degrees of uncertainty, and ways in which this might account for
differing levels of relational qualities such as perceived similarity and liking” (Goldsmith, 2001, p. 514515). As one may infer, uncertainty reduction theory covers a broad spectrum of issues.
Booth-Butterfield, Booth-Butterfield & Koester: The Function of Uncertainty Reduction in
Alleviating Primary Tension in Small Groups
The researchers mentioned above believe that uncertainty reduction theory relies on the
assumption that “when strangers meet, their primary concern is one of uncertainty reduction or
increasing predictability about the behavior of both themselves and others in the interaction” BoothButterfield, Booth-Butterfield, & Koester, 1988, p. 146).
When initial interaction takes place, levels of uncertainty are at their peak. As a result, the
authors have added to the work of Berger and Calabrese stating, “The low level of intimacy of
communication which Berger and Calabrese associate with high amounts of uncertainty mirrors the
“light topics” and “polite conversations” which characterize the content of communication during
primary tension” ( Booth-Butterfield, Booth-Butterfield, & Koester, 1988, pg. 147). This means that
when high levels of uncertainty exist, individuals tend to begin conversation by asking “surface”
questions about one’s life before initiating conversation about more personal issues.
Theiss & Solomon: Parsing the Mechanisms that Increase Relational Intimacy: The Effects of
Uncertainty Amount, Open Communication about Uncertainty, and the Reduction of Uncertainty
According to Theiss and Solomon (2008), uncertainty may not always hinder a relationship’s
ability to develop. For example, Theiss and Solomon note that ambiguity may benefit individuals and
their interpersonal relationships. In addition, the researchers have explored three alternative views that
exist regarding the link between uncertainty and intimacy in interpersonal relationships. First, “less
uncertainty corresponds with greater intimacy” (Theiss & Solomon, 2008, p. 626). Second, one may
conclude that “uncertainty sparks information seeking and that open communication about uncertainty
promotes closeness” (Theiss & Solomon, 2008, p. 626). Finally, the “uncertainty reduction process itself
is experienced as rewarding and fosters intimacy, irrespective of the uncertainty that remains” (Theiss &
Solomon, 2008, p. 626). While most of the research conducted on Uncertainty Reduction Theory
focuses on the negative aspects of uncertainty, Theiss & Solomon (2008) have shed light on the positive
elements that uncertainty may have on one’s interpersonal relationships (p. 626).
Some theorists believe that the level of intimacy in a relationship is directly related to the level of
uncertainty that is present within the relationship. Theiss and Solomon (2008) argue that “relational
uncertainty leaves people unable to identify appropriate courses of action and confused about the
meaning of relationship cues” (p. 628).
In order to reduce uncertainty, and subsequently increase intimacy, individuals may engage in
the following information-seeking strategies; passive, active, or interactive. Passive strategies “involve
indirect and unobtrusive observation to gather information about another person”, while active strategies
“entail communicating with third parties or manipulating the environment to indirectly discern
information about a partner” (Theiss & Solomon, 2008, p. 628). Finally, interactive strategies, which are
the most effective, involve direct communication between partners.
Within the article, Theiss and Solomon explored how uncertainty may hinder the development of
interpersonal relationships. In addition, they uncovered research which suggests that a little ambiguity
may be beneficial for a relationship.
Daigle, Abby: Wedding Planner
Daigle has worked in the event planning industry since she was a little girl. Her family bought
the Barr Mansion in Austin, Texas to live in as their permanent home; yet, after inquiries from the
public, decided to host events in the structure. Throughout the article, located in Texas Monthly
magazine, she explained how she plans and executes weddings.
Initially, at least one planning meeting takes place in which she walks her client through every
detail of their wedding, from flowers to centerpieces and candles. Next, Daigle hosts a floral meeting, in
which she presents her client with several pictures of floral arrangements, and also accepts pictures from
the client as well.
In terms of communication, she explains that she receives dozens of phone calls and emails per
day. Further, Daigle checks her email every five minutes throughout the workday in order to stay in
constant contact with her clients. In addition, she feels that one must be a people person, and stay very
organized in order to be successful wedding planner (Herron, 2008, p. 44-46).
Mallozzi & Gettleman: Taming the Runaway Wedding Planner
For more than 100 years, individuals have hired wedding planners. Initially, affluent families
hired people to plan and execute their social events from casual parties and barbeques to weddings.
The average cost of a wedding today is $27,852, according to Conde Nast Bridal Media. In
addition, there are more than 10,000 wedding planners to choose from in the US, says Gerard J.
Monaghan, a founder of the Association of Bridal Consultants.
In order to ensure success, both the client and the wedding planner must meet in order to fully
understand one another’s expectations ( Mallozzi, Gettleman, 2007, p.2).
Works Cited
1. Knobloch, Leanne K., and Solomon, Denise Haunani. (2002). Information seeking beyond initial
interaction: Negotiating relational uncertainty within close relationships. Human Communication
Research. 28 (2, April), 243-257.
2. Goldsmith, Daena J. (2001). A normative approach to the study of uncertainty and communication.
Journal of Communication. 51 (3, September), 514-533.
3. Bradac, James J. (2001). Theory comparison: Uncertainty reduction, problematic integration,
uncertainty management, and other curious constructs. Journal of Communication. 51 (3, September),
456-476.
4. Theiss, J., & Solomon, D. (2008). Parsing the Mechanisms that Increase Relational Intimacy: The Effects
of Uncertainty Amount, Open Communication About Uncertainty, and the Reduction of Uncertainty.
Human Communication Research, 34(4), 625-654. http://search.ebscohost.com.proxy.lib.muohio.edu,
doi:10.1111/j.1468-2958.2008.00335.x
5. Herron, D. (2008). Abby McAfee Daigle, 25 Wedding Planner. Texas Monthly, 36(5), 44-46.
Retrieved from Academic Search Complete database.
6. Mallozzi V., & Gettleman, J. (2007, June 24). Taming the Runaway Wedding Planner. The New York
Times, pp. 2. Retrieved November 15, 2009, from www.nytimes.com
7. Booth-Butterfield, M., Booth-Butterfield, S., & Koester, J. (1988). The Function of Uncertainty
Reduction in Alleviating Primary Tension in Small Groups. Communication Research Reports, 5(2), 146153.
8. Miller, S., & Berman, K. (2005). Tying the Knot, The Complete Wedding Organizer. White Plains, New
York: Peter Pauper Press, Inc..
Bibliography
Please Note: The following articles were read, yet not used in my research paper
1. Douglas, William. (1994). The acquaintanceship process: An examination of uncertainty, information
seeking, and social attraction during initial conversation. Communication Research. 21 (2, April), 154176.
*This article studies “unstructured initial interactions” to determine the effects of uncertainty. In addition,
the author suggests that “uncertainty and social interaction are inversely related.”
2. Brashers, Dale E. (2001). Communication and uncertainty management. Journal of Communication. 51
(3, September), 477-497.
*This article explains the meaning of uncertainty, the emotion produced by uncertainty, as well as the
behavioral and psychological responses elicited by uncertainty. This paper also discusses current
approaches to uncertainty reduction theory.
3.. Gudykunst, William B. "THE INFLUENCE OF CULTURAL SIMILARITY, TYPE OF
RELATIONSHIP, AND SELF-MONITORING ON UNCERTAINTY REDUCTION PROCESS."
Communication Monographs 52.3 (Sep. 1985): 203. Communication & Mass Media Complete.
EBSCO. [Library name], [City], [State abbreviation]. 27 Sep. 2009
<https://proxy.lib.muohio.edu/login?source=ebsco&url=http://search.ebscohost.com.proxy.lib.muohi
o.edu/login.aspx?direct=true&db=ufh&AN=10006082&site=ehost-live>.
* Gudykunst provides an explanation as to why certain types of relationships elicit more uncertainty than
others. In addition, one’s cultural background influence they way in which they express uncertainty.
4. Gudykunst, W., & Nishida, T. (1984, March). INDIVIDUAL AND CULTURAL INFLUENCES
ON UNCERTAINTY REDUCTION. Communication Monographs, 51(1), 23. Retrieved September
27, 2009, from Communication & Mass Media Complete database.
* Gudykunst and Nishida further explain how cultural influences (i.e.- high/low context background)
influence how one expresses uncertainty.
5. Ibarra, P. (2009). Problematic Sociality: Uncertainty and the Study of Social Problems. American
Sociologist, 40(1/2), 79-88. http://search.ebscohost.com.proxy.lib.muohio.edu, doi:10.1007/s12108-0099063-4
Core Theory Application
In order for event planners to tailor events specifically to their clients every need, they must
spend time reducing uncertainty. Making an effort to reduce uncertainty will help the client to feel at
ease, and both parties will be able to work together in a productive, successful manner. Keeping this idea
in mind, I researched the pros of cons of reducing uncertainty, and decided to produce materials capable
of reducing uncertainty between event planners and their clients. My 50 question survey provides the
client with an opportunity to express their personality, while the event planner is able to gather
information concerning one’s favorite colors, seasons, vacation spots, etc. All of the information
attained through the survey will make the event planning process as smooth as possible. Event Planning
can be quite stressful; however, it is my hope that the materials I have produced will help make this
process as fun and memorable as possible.
While every event planner must spend time getting to know their clients, I feel that
understanding uncertainty reduction theory will give event planners an edge over their competitors.
There’s nothing more important for an event planner than creating an event that is perfect in the eyes of
their client. Event planners have used surveys in the past, but I doubt that all of their questions were
crafted with uncertainty reduction theory in mind. In the future, I hope that event planners are able to
learn about uncertainty reduction theory and utilize the aforementioned concepts throughout their work.
Event Planners will be able to use my survey as an aid when working with their clients. I have
also created a mock event packet, in which I suggest that event planners go to dinner or lunch with their
clients. If time is spent wisely during the first few interactions between an event planner and their client,
I believe the resulting event will be taste specific, flawless and memorable.
Conclusion
When I began my project a few months ago, I set out to answer the following research questions:
RQ1: How does one best apply Uncertainty Reduction Theory within the field of event planning to ensure
success?
RQ2: How Can Uncertainty Reduction Theory respond to the challenges facing event planners today?
After much research, I can confidently say that I have answered my research questions. An event
planner may apply Uncertainty Reduction Theory within the field of event planning through filling out
surveys with their clients, and spending as much time as possible getting to know their clients before any
planning begins. Investing time before planning begins will make the actual planning process quite smooth.
Also, the event planner is able to have fun while they work, as opposed to being stressed, and worrying
about whether or not the client will like the table linens, wedding favors, place cards, etc. In addition,
Uncertainty Reduction Theory helps to minimize some of the challenges that face event planners today
which include whether or not the vision of the client will be translated successfully into the event which the
event planner will create.
In the future, I hope that an event planner may use my questionnaire and other suggestions to ease
their stress level and enjoy their work. In terms of contributions to the field, I believe that I now have a
greater understanding of the pros and cons of reducing uncertainty. Also, I hope my survey will improve the
field of event planning, as uncertainty is sometimes toxic within relationships.
In summary, I have found a way to improve the work of event planners through utilizing
Uncertainty Reduction Theory. More specifically, I have been able to apply the work started by Berger
and Calabrese in the 1970s, and brought it to life in 2009.