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TEXT COMPARISON
CHAPTER OUTLINES
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Theory Outlines
11th Edition
11th Edition
From the Instructors Manual
List mode: Normal (click on theory name to show detail) | Show All details | Clear details
Chapter 9—Uncertainty Reduction Theory
- Introduction.
- No matter how close two people eventually become, they always begin as strangers.
- Charles Berger noted that the beginnings of personal relationships are fraught with uncertainties.
- Uncertainty reduction theory focuses on how human communication is used to gain knowledge and create understanding.
- Any of three prior conditions—anticipation of future interaction, incentive value, or deviance—can boost our drive to reduce uncertainty.
- Uncertainty reduction: To predict and explain.
- Berger’s emphasis on explanation (our inferences about why people do what they do) comes from the attribution theory of Fritz Heider.
- There are at least two types of uncertainty.
- Behavioral questions, which are often reduced by following accepted procedural protocols.
- Cognitive questions, which are reduced by acquiring information. Cognitive uncertainty is what Berger is addressing.
- An axiomatic theory: Certainty about uncertainty.
- Berger proposed a series of axioms to explain the connection between uncertainty and eight key variables.
- Axioms are traditionally regarded as self-evident truths that require no additional proof.
- Axiom 1, verbal communication: As the amount of verbal communication between strangers increases, the level of uncertainty decreases, and as a result, verbal communication increases.
- Axiom 2, nonverbal warmth: As nonverbal affiliative expressiveness increases, uncertainty levels will decrease. Decreases in uncertainty level will cause increases in nonverbal warmth.
- Axiom 3, information seeking: High levels of uncertainty cause increases in information-seeking behavior. As uncertainty levels decline, information-seeking behavior decreases.
- Axiom 4, self-disclosure: High levels of uncertainty in a relationship cause decreases in the intimacy level of communication content. Low levels of uncertainty produce high levels of intimacy.
- Axiom 5, reciprocity: High levels of uncertainty produce high rates of reciprocity. Low levels of uncertainty produce low levels of reciprocity.
- Axiom 6, similarity: Similarities between persons reduce uncertainty, while dissimilarities produce increases in uncertainty.
- Axiom 7, liking: Increases in uncertainty level produce decreases in liking; decreases in uncertainty produce increases in liking.
- Axiom 8, shared networks: Shared communication networks reduce uncertainty, while a lack of shared networks increases uncertainty.
- Theorems: The logical force of uncertainty axioms.
- Through pairing axioms, Berger creates 28 theorems.
- These 28 theorems suggest a comprehensive theory of interpersonal development based on the importance of reducing uncertainty in human interaction.
- Three intriguing issues raised by URT
- The restricted scope (initial encounters) and axiomatic form of his theory stimulated other communication scholars to explore three questions that might have also occurred to you.
- Does uncertainty reduction work the same way in intercultural situations?
- The greater the cultural gap, the greater the complexity and initial uncertainty for both parties.
- William Gudykunst proposed 47 axioms that describe the factors that impact uncertainty in intercultural encounters including motivation, expectations, empathy, self-esteem, tolerance for ambiguity, and ability to process complex information.
- Gudykunst’s most important contribution to interaction with strangers is to address reduction of anxiety as well as uncertainty.
- Can uncertainty wreak havoc in ongoing relationships?
- After the initial phase, Leanne Knobloch suggests that uncertainty in close relationships arises from whether we’re sure about our own thoughts, the other person’s thoughts, and our future.
- Partner interference (where we feel hindered in our goals by our partner) can increase uncertainty,
- Uncertainty in ongoing relationships leads to relational turbulence, addressed through direct attempts to reduce it.
- When emotions run high, how do people manage uncertainty?
- Walid Afifi says that when an interpersonal issue is really important, most people first consider the gap between what they know and what they want to know.
- The emotions stimulated by this uncertainty gap force us to contemplate three questions of efficacy (coping, communication, and target).
- Seeking information to reduce uncertainty
- Theorists have outlined four approaches we can use to reduce uncertainty.
- Using a passive strategy, we unobtrusively observe others from a distance.
- In an active strategy, we ask a third party for information.
- With an interactive strategy, we talk face-to-face with the other person and ask specific questions.
- The extractive strategy involves searching for information online.
- Critique: Nagging doubts about uncertainty.
- Berger’s uncertainty reduction theory was an early prototype of what an objective theory should be and it continues to inspire a new generation of scholars today.
- Though numerous, the axioms and theorems offer specific, testable hypotheses, are simple to understand, and offer a pragmatic approach based on quantitative research.
- As Berger himself admitted, his original statement contained some propositions of dubious validity.
- Critics such as Kathy Kellermann consider theorem 17 particularly flawed.
- The tight logical structure of the theory doesn't allow us to reject one theorem without questioning the axioms behind it.
- In the case of theorem 17, axioms 3 and 7 must also be suspect.
- Kellermann and Rodney Reynolds challenge the motivational assumption of axiom 3.
- They also have undermined the claim that motivation to search for information is increased by anticipation of future interaction, incentive value, and deviance.
- Michael Sunnafrank challenges Berger’s claim that uncertainty reduction is the key to understanding early encounters.
- He believes that predicted outcome value more accurately explains communication in early encounters.
- Berger insists that you can't predict outcome values until you reduce uncertainty.
- Walid Afifi thinks both theories are too narrow. In his theory of motivated information management, he suggests we’re most motivated to reduce anxiety rather than uncertainty.
- Despite these problems, Berger's theory has stimulated considerable discussion within the discipline.
You can access the Outline for a particular chapter in several ways:
- Switch to View by Theory, then select the desired theory/chapter from the drop-down list at the top of the page. Look in the list of available resources.
- To quickly find a theory by chapter number, use the Table of Contents and link from there. It will take you directly to the theory with available options highlighted.
- You can also use the Theory List, which will take you directly to the theory with available options highlighted.
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OUTLINES
New to Theory
Resources?
Find out more
in this short
video overview
(3:01).
CHANGE TO View by Theory
Theory Outlines
11th Edition
11th Edition
From the Instructors Manual
List mode: Normal (click on theory name to show detail) | Show All details | Clear details
Chapter 9—Uncertainty Reduction Theory
- Introduction.
- No matter how close two people eventually become, they always begin as strangers.
- Charles Berger noted that the beginnings of personal relationships are fraught with uncertainties.
- Uncertainty reduction theory focuses on how human communication is used to gain knowledge and create understanding.
- Any of three prior conditions—anticipation of future interaction, incentive value, or deviance—can boost our drive to reduce uncertainty.
- Uncertainty reduction: To predict and explain.
- Berger’s emphasis on explanation (our inferences about why people do what they do) comes from the attribution theory of Fritz Heider.
- There are at least two types of uncertainty.
- Behavioral questions, which are often reduced by following accepted procedural protocols.
- Cognitive questions, which are reduced by acquiring information. Cognitive uncertainty is what Berger is addressing.
- An axiomatic theory: Certainty about uncertainty.
- Berger proposed a series of axioms to explain the connection between uncertainty and eight key variables.
- Axioms are traditionally regarded as self-evident truths that require no additional proof.
- Axiom 1, verbal communication: As the amount of verbal communication between strangers increases, the level of uncertainty decreases, and as a result, verbal communication increases.
- Axiom 2, nonverbal warmth: As nonverbal affiliative expressiveness increases, uncertainty levels will decrease. Decreases in uncertainty level will cause increases in nonverbal warmth.
- Axiom 3, information seeking: High levels of uncertainty cause increases in information-seeking behavior. As uncertainty levels decline, information-seeking behavior decreases.
- Axiom 4, self-disclosure: High levels of uncertainty in a relationship cause decreases in the intimacy level of communication content. Low levels of uncertainty produce high levels of intimacy.
- Axiom 5, reciprocity: High levels of uncertainty produce high rates of reciprocity. Low levels of uncertainty produce low levels of reciprocity.
- Axiom 6, similarity: Similarities between persons reduce uncertainty, while dissimilarities produce increases in uncertainty.
- Axiom 7, liking: Increases in uncertainty level produce decreases in liking; decreases in uncertainty produce increases in liking.
- Axiom 8, shared networks: Shared communication networks reduce uncertainty, while a lack of shared networks increases uncertainty.
- Theorems: The logical force of uncertainty axioms.
- Through pairing axioms, Berger creates 28 theorems.
- These 28 theorems suggest a comprehensive theory of interpersonal development based on the importance of reducing uncertainty in human interaction.
- Three intriguing issues raised by URT
- The restricted scope (initial encounters) and axiomatic form of his theory stimulated other communication scholars to explore three questions that might have also occurred to you.
- Does uncertainty reduction work the same way in intercultural situations?
- The greater the cultural gap, the greater the complexity and initial uncertainty for both parties.
- William Gudykunst proposed 47 axioms that describe the factors that impact uncertainty in intercultural encounters including motivation, expectations, empathy, self-esteem, tolerance for ambiguity, and ability to process complex information.
- Gudykunst’s most important contribution to interaction with strangers is to address reduction of anxiety as well as uncertainty.
- Can uncertainty wreak havoc in ongoing relationships?
- After the initial phase, Leanne Knobloch suggests that uncertainty in close relationships arises from whether we’re sure about our own thoughts, the other person’s thoughts, and our future.
- Partner interference (where we feel hindered in our goals by our partner) can increase uncertainty,
- Uncertainty in ongoing relationships leads to relational turbulence, addressed through direct attempts to reduce it.
- When emotions run high, how do people manage uncertainty?
- Walid Afifi says that when an interpersonal issue is really important, most people first consider the gap between what they know and what they want to know.
- The emotions stimulated by this uncertainty gap force us to contemplate three questions of efficacy (coping, communication, and target).
- Seeking information to reduce uncertainty
- Theorists have outlined four approaches we can use to reduce uncertainty.
- Using a passive strategy, we unobtrusively observe others from a distance.
- In an active strategy, we ask a third party for information.
- With an interactive strategy, we talk face-to-face with the other person and ask specific questions.
- The extractive strategy involves searching for information online.
- Critique: Nagging doubts about uncertainty.
- Berger’s uncertainty reduction theory was an early prototype of what an objective theory should be and it continues to inspire a new generation of scholars today.
- Though numerous, the axioms and theorems offer specific, testable hypotheses, are simple to understand, and offer a pragmatic approach based on quantitative research.
- As Berger himself admitted, his original statement contained some propositions of dubious validity.
- Critics such as Kathy Kellermann consider theorem 17 particularly flawed.
- The tight logical structure of the theory doesn't allow us to reject one theorem without questioning the axioms behind it.
- In the case of theorem 17, axioms 3 and 7 must also be suspect.
- Kellermann and Rodney Reynolds challenge the motivational assumption of axiom 3.
- They also have undermined the claim that motivation to search for information is increased by anticipation of future interaction, incentive value, and deviance.
- Michael Sunnafrank challenges Berger’s claim that uncertainty reduction is the key to understanding early encounters.
- He believes that predicted outcome value more accurately explains communication in early encounters.
- Berger insists that you can't predict outcome values until you reduce uncertainty.
- Walid Afifi thinks both theories are too narrow. In his theory of motivated information management, he suggests we’re most motivated to reduce anxiety rather than uncertainty.
- Despite these problems, Berger's theory has stimulated considerable discussion within the discipline.
You can access the Outline for a particular chapter in several ways:
- Switch to View by Theory, then select the desired theory/chapter from the drop-down list at the top of the page. Look in the list of available resources.
- To quickly find a theory by chapter number, use the Table of Contents and link from there. It will take you directly to the theory with available options highlighted.
- You can also use the Theory List, which will take you directly to the theory with available options highlighted.
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