Exercising exposes limits

By Dr. Sohail Ansari

Conceived and worded by DR Sohail Ansari (originality of concepts and originality of words).

He believes that there can never be a zero scope for improvement and appreciates criticism if it is not for the sake of criticism.

·         As long as nation holds ability to obtain desired results abroad by projecting than exercising power, the limits of its power remain unexposed.

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Impression management is a conscious or subconscious process in which people attempt to influence the perceptions of other people about a person, object or event. They do so by regulating and controlling information in social interaction.^[1] It was first conceptualized by Erving Goffman in 1959, and then was expanded upon in 1967. An example of impression management theory in play is in sports such as soccer. At an important game, a player would want to showcase themselves in the best light possible, because there are college recruiters watching. Without a doubt, this person would have the flashiest pair of cleats and try and perform their best to show off their skills. Their main goal may not be to win the game but instead to impress the college recruiters in a way that increases their chances of being chosen for a college team

The foundation and the defining principles of impression management were created by Erving Goffman in his well-known work, The presentation of self in every day life. Impression management theory states that one tries to alter one's perception according to one's goals. In other words, the theory is about how individuals wish to present themselves, but in a way that satisfies their needs and goals. Goffman "proposed to focus on how people in daily work situations present themselves and, in so doing, what they are doing to others", and he was "particularly interested in how a person guides and control how others form an impression of them and what a person may or may not do while performing before them".

Cross-cultural communication

Understanding how one's impression management behavior might be interpreted by others can also serve as the basis for smoother interactions and as a means for solving some of the most insidious communication problems among individuals of different racial/ethnic and gender backgrounds.

"People are sensitive to how they are seen by others and use many forms of impression management to compel others to react to them in the ways they wish" (Giddens, 2005, p. 142). An example of this concept is easily illustrated through cultural differences. Different cultures have diverse thoughts and opinions on what is considered beautiful or attractive. For example, American's tend to find tan skin attractive, but in Indonesian culture, pale skin is more desirable.^[28]

Another illustration of how people attempt to control how others perceive them is portrayed through the clothing they wear. A person who is in a leadership position strives to be respected and in order to control and maintain the impression. This illustration can also be adapted for a cultural scenario. The clothing people choose to wear says a great deal about the person and the culture they represent. For example, most Americans are not overly concerned with conservative clothing. Most Americans are content with tee shirts, shorts, and showing skin. The exact opposite is true on the other side of the world. "Indonesians are both modest and conservative in their attire" (Cole, 1997, p. 77).

Companies use cross-cultural training(CCT) to facilitate effective cross-cultural interaction. CCT can be defined as any procedure used to increase an individual's ability to cope with and work in a foreign environment. Training employees in culturally consistent and specific Impression Management(IM) techniques provide the avenue for the employee to consciously switch from an automatic, home culture IM mode to an IM mode that is culturally appropriate and acceptable. Second, training in IM reduces the uncertainty of interaction with FNs and increases employee's ability to cope by reducing unexpected events.