COMM2400 ch. 7

COMM2400 ch. 7 - Unit 7 Strategic Communication The...

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Unit 7 Strategic Communication: The Stopping of Communication Where It is Needed Strategic communication is structured toward advantage. Here we will focus on how this advantage occurs in concrete acts of communication and how we can intervene to increase the possibilities of free and open communication in the face of strategic activities. In this sense our normative ideal will be used analytically to demonstrate the largely hidden ways that it is violated. We have divided strategic communication into two forms, openly strategic and latently strategic . Openly Strategic Communication We talk strategically a lot of the time. We want to inform, persuade or influence others. Most of us accept this as okay as long as opportunities for reciprocity exist. But reciprocity often does not exist. The reality is that we spend a lot of our lives is strategic talk. There are certain aspects of life that makes in impossible for reciprocity to exist all the time. What we know is that there are differences between us. There is inevitable a loss of reciprocity in life. (you are more in love with the person than they are with you) Natural and inevitable limits on reciprocity exist all the time. We have to make a quick decision and do not have the time to collaborate. We compromise because it doesn't seem worth the effort to collaborate. In the classroom we do not have the time to have much free and open communication and still cover all the material. The presence of structural and systemic limits on reciprocity reproduces advantages and reduces correction and adaptation. . Structural limits on reciprocity would include things like power and authority relations, ownership and access to media, scheduling pressures, and specific technologies of mediation. Each of these give certain kinds of structural advantages to some at the expense of others. Systemic limits arise from institutional practices and decisional routines, interpretive practices and system logics, social recipes and ordinary ways of doing things, and other interrelated aspects of interaction. All these things are going to contribute to structural systemic features Every system will have these things. Some of the structural and systemic features and the strategic advantage they give are visible, clear, and discussible. Some are not.
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They don’t have to be strategic—to be in a system that strategically advantages them Everybody who joins the system—your motives are strategic even if you don’t think that way (ask him to clarify **) Latently Strategic Communication Less visible limits on reciprocity based in structural and systemic features of life are the bases for latent strategic communication. Most of these features create advantage for particular claims in living over others. They direct possible and likely subject positions in relation to our interiors, specific others, social order, the external world and the future. Makes certain claims more likely to be accepted and less likely than others will be
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COMM2400 ch. 7 - Unit 7 Strategic Communication The...

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