dramaturgical approach

Dramaturgical Approach

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The dramaturgical approach, developed by sociologist Erving Goffman in the mid-20th century, offers a unique perspective on social interaction by likening it to a theatrical performance. Goffman’s metaphorical framework suggests that individuals engage in everyday life as if they were actors on a stage, carefully managing their self-presentation and impression management.

Defining the Dramaturgical Approach

At the heart of the dramaturgical approach is the idea that individuals play various roles in their social interactions, much like actors performing on a stage. Goffman contends that these roles are not fixed but are dynamic and situation-dependent. Just as actors adapt their performances to the expectations of the audience, individuals adjust their behavior and self-presentation to suit the social context and the impressions they want to convey to others.

Key elements of the dramaturgical approach include:

  1. Front Stage and Back Stage: Goffman distinguishes between the “front stage” and the “back stage” of social life. The front stage represents the settings where individuals perform and present themselves to others, such as workplaces, social gatherings, or public spaces. The back stage is the private realm where individuals can drop their public personas and be their authentic selves.
  2. Impression Management: Central to the dramaturgical approach is the concept of impression management. Individuals engage in conscious and subconscious efforts to shape the way others perceive them. They carefully craft their appearance, behavior, and communication to create specific impressions.
  3. Roles and Role Distance: Individuals occupy multiple roles in their lives, such as parent, friend, employee, or student. Role distance refers to the extent to which individuals emotionally detach from a particular role, allowing them to perform it more effectively or authentically.
  4. Front Region and Back Region Behavior: Front region behavior is the performance individuals put on when interacting with others in public settings. In contrast, back region behavior occurs in private, where individuals can let their guard down and be themselves without the pressure of maintaining social roles.
  5. Teamwork and Collaborative Performance: Social interactions often involve multiple individuals who collaborate to maintain the shared “front” and uphold social norms. This collaborative effort is akin to actors working together in a theatrical production.

Key Concepts of the Dramaturgical Approach

1. Front Stage and Back Stage

  • Front Stage: This is where the performance occurs. It includes settings like classrooms, workplaces, parties, or any public space where individuals interact with others. Here, individuals carefully manage their behavior, appearance, and communication to create specific impressions.
  • Back Stage: The back stage is the private realm where individuals can relax and be themselves. It is where they may drop their public personas and not worry about impression management.

2. Impression Management

  • Impression Formation: Individuals engage in impression formation by controlling the information they reveal to others. They may highlight certain aspects of their identity while concealing or downplaying others.
  • Managing Stigma: Goffman’s work also explores how individuals with stigmatized identities manage the negative stereotypes associated with those identities. This includes concealing stigmatized traits or engaging in “passing” to appear as if they do not possess the stigmatized identity.

3. Roles and Role Distance

  • Multiple Roles: People occupy multiple roles in their lives, and each role comes with certain expectations and norms. These roles can be conflicting or complementary.
  • Role Distance: Role distance refers to the degree of emotional detachment individuals maintain from a particular role. It allows individuals to separate their authentic selves from the roles they play, helping them manage role conflicts and maintain a sense of self.

4. Front Region and Back Region Behavior

  • Front Region Behavior: In the front region, individuals engage in impression management, presenting themselves in ways that align with social expectations and norms. This behavior is often more scripted and controlled.
  • Back Region Behavior: In the back region, individuals have greater freedom to be themselves, engage in relaxed and unscripted behavior, and interact with trusted others without the need for impression management.

5. Teamwork and Collaborative Performance

  • Collaborative Efforts: Social interactions involve multiple individuals working together to maintain the shared “front” and uphold social norms. These collaborative efforts resemble actors working as a team in a theatrical production.

Practical Applications of the Dramaturgical Approach

The dramaturgical approach has practical applications in various fields and aspects of life:

1. Sociology and Social Psychology

  • Understanding Social Behavior: The approach provides a framework for analyzing and understanding social interactions, identity management, and the role of social norms and expectations.
  • Studying Social Institutions: It is used to study institutions such as workplaces, schools, healthcare settings, and prisons to understand how individuals navigate these environments and manage their identities.

2. Business and Management

  • Leadership and Management: The approach can inform leadership and management strategies by highlighting the importance of impression management, role expectations, and teamwork within organizations.
  • Employee Relations: Understanding how employees manage their identities and roles in the workplace can improve employee relations, team dynamics, and organizational culture.

3. Communication and Media Studies

  • Media Analysis: Media scholars use the dramaturgical approach to analyze how individuals and organizations present themselves in the media, including in advertising, political communication, and public relations.
  • Social Media and Online Identity: The approach is relevant for understanding how individuals construct and manage their online identities and personas on social media platforms.

4. Education

  • Classroom Dynamics: Educators can apply the dramaturgical approach to understand classroom dynamics, teacher-student interactions, and the performance of educational roles.
  • Educational Leadership: School administrators and educational leaders can benefit from understanding impression management and role expectations in educational settings.

Benefits of the Dramaturgical Approach

The dramaturgical approach offers several benefits for understanding social interactions and human behavior:

  1. Insight into Social Interaction: It provides a valuable lens through which to analyze and interpret everyday social interactions, helping researchers and observers make sense of complex behaviors.
  2. Identity Management: The approach sheds light on how individuals navigate their multiple identities, roles, and social contexts, offering insights into identity construction and negotiation.
  3. Role Conflict and Role Distance: By examining role conflicts and role distance, the approach offers practical strategies for managing conflicting roles and maintaining a sense of self.
  4. Impression Management: Understanding impression management can be applied in various contexts, from job interviews to public speaking, to enhance communication and persuasion skills.
  5. Social Norms and Expectations: It highlights the role of social norms and expectations in shaping behavior and reinforces the importance of conformity in social life.

Critiques and Limitations

While the dramaturgical approach has been influential, it is not without criticisms and limitations:

  1. Simplified View: Critics argue that the approach oversimplifies complex social interactions by reducing them to performances and impression management.
  2. Neglects Structural Factors: It focuses on individual-level interactions and may neglect the influence of larger social structures, such as institutions, inequality, and power dynamics.
  3. **Determin

istic**: Some critics contend that the approach implies a deterministic view of human behavior, where individuals are solely reactive to social expectations and roles.

  1. Limited Emphasis on Authenticity: The emphasis on impression management may downplay the importance of authentic self-expression and genuine relationships.
  2. Contextual Variability: The approach does not always account for the cultural, historical, or situational variations in social interaction and identity.

The Enduring Relevance of the Dramaturgical Approach

Despite its critiques and limitations, the dramaturgical approach continues to be relevant in the study of social interaction and human behavior. Its focus on the performative aspects of social life reminds us that individuals are active agents in constructing their identities and managing their roles. Additionally, it offers a valuable framework for understanding the dynamics of impression management, role expectations, and teamwork in various contexts, from everyday life to organizational settings. As long as social interactions involve individuals navigating roles and identities, the dramaturgical approach will remain a valuable tool for analyzing and interpreting the theater of human interaction.

Connected Thinking Frameworks

Convergent vs. Divergent Thinking

convergent-vs-divergent-thinking
Convergent thinking occurs when the solution to a problem can be found by applying established rules and logical reasoning. Whereas divergent thinking is an unstructured problem-solving method where participants are encouraged to develop many innovative ideas or solutions to a given problem. Where convergent thinking might work for larger, mature organizations where divergent thinking is more suited for startups and innovative companies.

Critical Thinking

critical-thinking
Critical thinking involves analyzing observations, facts, evidence, and arguments to form a judgment about what someone reads, hears, says, or writes.

Biases

biases
The concept of cognitive biases was introduced and popularized by the work of Amos Tversky and Daniel Kahneman in 1972. Biases are seen as systematic errors and flaws that make humans deviate from the standards of rationality, thus making us inept at making good decisions under uncertainty.

Second-Order Thinking

second-order-thinking
Second-order thinking is a means of assessing the implications of our decisions by considering future consequences. Second-order thinking is a mental model that considers all future possibilities. It encourages individuals to think outside of the box so that they can prepare for every and eventuality. It also discourages the tendency for individuals to default to the most obvious choice.

Lateral Thinking

lateral-thinking
Lateral thinking is a business strategy that involves approaching a problem from a different direction. The strategy attempts to remove traditionally formulaic and routine approaches to problem-solving by advocating creative thinking, therefore finding unconventional ways to solve a known problem. This sort of non-linear approach to problem-solving, can at times, create a big impact.

Bounded Rationality

bounded-rationality
Bounded rationality is a concept attributed to Herbert Simon, an economist and political scientist interested in decision-making and how we make decisions in the real world. In fact, he believed that rather than optimizing (which was the mainstream view in the past decades) humans follow what he called satisficing.

Dunning-Kruger Effect

dunning-kruger-effect
The Dunning-Kruger effect describes a cognitive bias where people with low ability in a task overestimate their ability to perform that task well. Consumers or businesses that do not possess the requisite knowledge make bad decisions. What’s more, knowledge gaps prevent the person or business from seeing their mistakes.

Occam’s Razor

occams-razor
Occam’s Razor states that one should not increase (beyond reason) the number of entities required to explain anything. All things being equal, the simplest solution is often the best one. The principle is attributed to 14th-century English theologian William of Ockham.

Lindy Effect

lindy-effect
The Lindy Effect is a theory about the ageing of non-perishable things, like technology or ideas. Popularized by author Nicholas Nassim Taleb, the Lindy Effect states that non-perishable things like technology age – linearly – in reverse. Therefore, the older an idea or a technology, the same will be its life expectancy.

Antifragility

antifragility
Antifragility was first coined as a term by author, and options trader Nassim Nicholas Taleb. Antifragility is a characteristic of systems that thrive as a result of stressors, volatility, and randomness. Therefore, Antifragile is the opposite of fragile. Where a fragile thing breaks up to volatility; a robust thing resists volatility. An antifragile thing gets stronger from volatility (provided the level of stressors and randomness doesn’t pass a certain threshold).

Systems Thinking

systems-thinking
Systems thinking is a holistic means of investigating the factors and interactions that could contribute to a potential outcome. It is about thinking non-linearly, and understanding the second-order consequences of actions and input into the system.

Vertical Thinking

vertical-thinking
Vertical thinking, on the other hand, is a problem-solving approach that favors a selective, analytical, structured, and sequential mindset. The focus of vertical thinking is to arrive at a reasoned, defined solution.

Maslow’s Hammer

einstellung-effect
Maslow’s Hammer, otherwise known as the law of the instrument or the Einstellung effect, is a cognitive bias causing an over-reliance on a familiar tool. This can be expressed as the tendency to overuse a known tool (perhaps a hammer) to solve issues that might require a different tool. This problem is persistent in the business world where perhaps known tools or frameworks might be used in the wrong context (like business plans used as planning tools instead of only investors’ pitches).

Peter Principle

peter-principle
The Peter Principle was first described by Canadian sociologist Lawrence J. Peter in his 1969 book The Peter Principle. The Peter Principle states that people are continually promoted within an organization until they reach their level of incompetence.

Straw Man Fallacy

straw-man-fallacy
The straw man fallacy describes an argument that misrepresents an opponent’s stance to make rebuttal more convenient. The straw man fallacy is a type of informal logical fallacy, defined as a flaw in the structure of an argument that renders it invalid.

Streisand Effect

streisand-effect
The Streisand Effect is a paradoxical phenomenon where the act of suppressing information to reduce visibility causes it to become more visible. In 2003, Streisand attempted to suppress aerial photographs of her Californian home by suing photographer Kenneth Adelman for an invasion of privacy. Adelman, who Streisand assumed was paparazzi, was instead taking photographs to document and study coastal erosion. In her quest for more privacy, Streisand’s efforts had the opposite effect.

Heuristic

heuristic
As highlighted by German psychologist Gerd Gigerenzer in the paper “Heuristic Decision Making,” the term heuristic is of Greek origin, meaning “serving to find out or discover.” More precisely, a heuristic is a fast and accurate way to make decisions in the real world, which is driven by uncertainty.

Recognition Heuristic

recognition-heuristic
The recognition heuristic is a psychological model of judgment and decision making. It is part of a suite of simple and economical heuristics proposed by psychologists Daniel Goldstein and Gerd Gigerenzer. The recognition heuristic argues that inferences are made about an object based on whether it is recognized or not.

Representativeness Heuristic

representativeness-heuristic
The representativeness heuristic was first described by psychologists Daniel Kahneman and Amos Tversky. The representativeness heuristic judges the probability of an event according to the degree to which that event resembles a broader class. When queried, most will choose the first option because the description of John matches the stereotype we may hold for an archaeologist.

Take-The-Best Heuristic

take-the-best-heuristic
The take-the-best heuristic is a decision-making shortcut that helps an individual choose between several alternatives. The take-the-best (TTB) heuristic decides between two or more alternatives based on a single good attribute, otherwise known as a cue. In the process, less desirable attributes are ignored.

Bundling Bias

bundling-bias
The bundling bias is a cognitive bias in e-commerce where a consumer tends not to use all of the products bought as a group, or bundle. Bundling occurs when individual products or services are sold together as a bundle. Common examples are tickets and experiences. The bundling bias dictates that consumers are less likely to use each item in the bundle. This means that the value of the bundle and indeed the value of each item in the bundle is decreased.

Barnum Effect

barnum-effect
The Barnum Effect is a cognitive bias where individuals believe that generic information – which applies to most people – is specifically tailored for themselves.

First-Principles Thinking

first-principles-thinking
First-principles thinking – sometimes called reasoning from first principles – is used to reverse-engineer complex problems and encourage creativity. It involves breaking down problems into basic elements and reassembling them from the ground up. Elon Musk is among the strongest proponents of this way of thinking.

Ladder Of Inference

ladder-of-inference
The ladder of inference is a conscious or subconscious thinking process where an individual moves from a fact to a decision or action. The ladder of inference was created by academic Chris Argyris to illustrate how people form and then use mental models to make decisions.

Goodhart’s Law

goodharts-law
Goodhart’s Law is named after British monetary policy theorist and economist Charles Goodhart. Speaking at a conference in Sydney in 1975, Goodhart said that “any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes.” Goodhart’s Law states that when a measure becomes a target, it ceases to be a good measure.

Six Thinking Hats Model

six-thinking-hats-model
The Six Thinking Hats model was created by psychologist Edward de Bono in 1986, who noted that personality type was a key driver of how people approached problem-solving. For example, optimists view situations differently from pessimists. Analytical individuals may generate ideas that a more emotional person would not, and vice versa.

Mandela Effect

mandela-effect
The Mandela effect is a phenomenon where a large group of people remembers an event differently from how it occurred. The Mandela effect was first described in relation to Fiona Broome, who believed that former South African President Nelson Mandela died in prison during the 1980s. While Mandela was released from prison in 1990 and died 23 years later, Broome remembered news coverage of his death in prison and even a speech from his widow. Of course, neither event occurred in reality. But Broome was later to discover that she was not the only one with the same recollection of events.

Crowding-Out Effect

crowding-out-effect
The crowding-out effect occurs when public sector spending reduces spending in the private sector.

Bandwagon Effect

bandwagon-effect
The bandwagon effect tells us that the more a belief or idea has been adopted by more people within a group, the more the individual adoption of that idea might increase within the same group. This is the psychological effect that leads to herd mentality. What in marketing can be associated with social proof.

Moore’s Law

moores-law
Moore’s law states that the number of transistors on a microchip doubles approximately every two years. This observation was made by Intel co-founder Gordon Moore in 1965 and it become a guiding principle for the semiconductor industry and has had far-reaching implications for technology as a whole.

Disruptive Innovation

disruptive-innovation
Disruptive innovation as a term was first described by Clayton M. Christensen, an American academic and business consultant whom The Economist called “the most influential management thinker of his time.” Disruptive innovation describes the process by which a product or service takes hold at the bottom of a market and eventually displaces established competitors, products, firms, or alliances.

Value Migration

value-migration
Value migration was first described by author Adrian Slywotzky in his 1996 book Value Migration – How to Think Several Moves Ahead of the Competition. Value migration is the transferal of value-creating forces from outdated business models to something better able to satisfy consumer demands.

Bye-Now Effect

bye-now-effect
The bye-now effect describes the tendency for consumers to think of the word “buy” when they read the word “bye”. In a study that tracked diners at a name-your-own-price restaurant, each diner was asked to read one of two phrases before ordering their meal. The first phrase, “so long”, resulted in diners paying an average of $32 per meal. But when diners recited the phrase “bye bye” before ordering, the average price per meal rose to $45.

Groupthink

groupthink
Groupthink occurs when well-intentioned individuals make non-optimal or irrational decisions based on a belief that dissent is impossible or on a motivation to conform. Groupthink occurs when members of a group reach a consensus without critical reasoning or evaluation of the alternatives and their consequences.

Stereotyping

stereotyping
A stereotype is a fixed and over-generalized belief about a particular group or class of people. These beliefs are based on the false assumption that certain characteristics are common to every individual residing in that group. Many stereotypes have a long and sometimes controversial history and are a direct consequence of various political, social, or economic events. Stereotyping is the process of making assumptions about a person or group of people based on various attributes, including gender, race, religion, or physical traits.

Murphy’s Law

murphys-law
Murphy’s Law states that if anything can go wrong, it will go wrong. Murphy’s Law was named after aerospace engineer Edward A. Murphy. During his time working at Edwards Air Force Base in 1949, Murphy cursed a technician who had improperly wired an electrical component and said, “If there is any way to do it wrong, he’ll find it.”

Law of Unintended Consequences

law-of-unintended-consequences
The law of unintended consequences was first mentioned by British philosopher John Locke when writing to parliament about the unintended effects of interest rate rises. However, it was popularized in 1936 by American sociologist Robert K. Merton who looked at unexpected, unanticipated, and unintended consequences and their impact on society.

Fundamental Attribution Error

fundamental-attribution-error
Fundamental attribution error is a bias people display when judging the behavior of others. The tendency is to over-emphasize personal characteristics and under-emphasize environmental and situational factors.

Outcome Bias

outcome-bias
Outcome bias describes a tendency to evaluate a decision based on its outcome and not on the process by which the decision was reached. In other words, the quality of a decision is only determined once the outcome is known. Outcome bias occurs when a decision is based on the outcome of previous events without regard for how those events developed.

Hindsight Bias

hindsight-bias
Hindsight bias is the tendency for people to perceive past events as more predictable than they actually were. The result of a presidential election, for example, seems more obvious when the winner is announced. The same can also be said for the avid sports fan who predicted the correct outcome of a match regardless of whether their team won or lost. Hindsight bias, therefore, is the tendency for an individual to convince themselves that they accurately predicted an event before it happened.

Read Next: Biases, Bounded Rationality, Mandela Effect, Dunning-Kruger Effect, Lindy Effect, Crowding Out Effect, Bandwagon Effect.

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