Chp. 9 Uncertainty Reduction Theory

Chapter 9, entitled Uncertainty Reduction Theory, is explained by communication professor Charles Berger. Berger believes, as this theory claims, that it is natural to have doubts about our ability to predict the outcome of initial encounters (130). His theory's main focus is on how humans use communication to gain knowledge and create an understanding. Berger suggests that any uncertainty we may have about new acquaintances gets an extra "boost" from any of the following three conditions: anticipation of future interaction, incentive value and deviance. On page 131, Berger uses the example of two dogs sniffing each other's behinds to get a feel for each other, to get to know each other better. He explains that humans are no different, we just use less, well, less offensive means of introducing ourselves. But, when I think about it, dogs have it easy when it comes to breaking the ice. They sniff each other's butts and automatically know everything they need to know about the other feline. Ha! If only it were this simple for humans.
Berger claims that Uncertainty Reduction Theory is based on just that, uncertainty. He notes that there are at least two kinds of uncertainty that we as humans must face when first meeting someone. The first kind of uncertainty deals with behavioral questions. Examples of these would be "Should I shake hands?", "I wonder what that smile was implying?", "Do I tell him he smells nice?", etc. The second kind of uncertainty focuses on cognitive questions that are aimed at discovering who the other person is as a unique individual (132). These types of questions involve ones such as, "I wonder what makes him so happy?", "Is his family as nice as he is?", "Does he enjoy his life?", etc. The best example I can think of, when concerning these uncertainties, is when I was interviewed for my most recent job as a waitress. This could not have been a more horrific experience for me. I got the call back to come in for an interview and I was ecstatic! I figured it would be a simple, quiet, one on one interview with the manager and I would soar through the questions and get hired on the spot! However, things did not go as planned. When I showed up, I was greeted by not one, but FIVE managers, including the owner of the restaurant. They brought me into a room and sat me at a table, all of them sitting in front of me in a row..staring, glaring, gnarling their teeth..Okay, okay, I am exaggerating but it really was scary! Anyway, when comparing this experience to Uncertainty Reduction Theory, I was definitely experiencing behavioral and cognitive doubts. I kept thinking, "What are they thinking of me?", "Did I say something wrong?", "Should I have shook all of their hands when I first came in here?", "I wonder if they are nice people and understand I am nervous?". All of these questions raced through my mind as I tried to think of the best responses I could to get hired! At the end of the interview, I could have screamed in a fit of joy when the owner, Tony, said those words I had been waiting to hear: "Well, Ashley, we would love to have you as a server."
During my interview, I had much uncertainty about what was going to come out of it. But one thing I was certain about, was that uncertainty was present. Berger introduces 8 axioms that represent the concept of uncertainty and relationships. Axioms are generally recognized as "self-evident truths that require no additional proof" (132). Berger's 8 truths about initial uncertainty include verbal communication, nonverbal warmth, information seeking, self-disclosure, reciprocity, similarity, liking and shared networks. All of these axioms create either an increase or a decrease in uncertainty, depending on the communication network. They are intertwined with one another and end up branching out into 28 different theorems.
There are also three strategies to Uncertainty Reduction Theory that are covered towards the end of the chapter. To find out how others will might react to our messages, we may observe others from a distance, or display a passive strategy. Before I was hired, I would go into the restaurant I would eventually apply to, and have dinner, since my housemate worked there. I would keep a close eye on the other workers and make references in my mind about what kind of people I thought they were, and if I would fit in with them if hired. The second approach is active strategy, when a third party is involved, usually to retrieve information for the true seeker. Before getting hired, I would ask Lindsay, my housemate, all about the managers and those who worked there, to see if they were nice people and what to expect if I were to be hired. The third strategy is interactive strategy, when we actually talk face-to-face with the other person and ask specific questions (137). After being hired, I was able to get to know my managers better and get a feel for what they expected and what they would tolerate.
This theory is a very important one in that it made major contributions to the communications field. However, there are some doubts when it comes to theorem 17 (made up of axioms 3 and 7), which predicts that the more you like people, the less you seek to know about them. As was discusses in class, this theorem, is definitely up for debate, as well as many other aspects of the communication field.