Michael Sheringham
- Published in print:
- 1993
- Published Online:
- October 2011
- ISBN:
- 9780198158431
- eISBN:
- 9780191673306
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198158431.003.0005
- Subject:
- Literature, European Literature
Autobiographies are backed up by varying motives: presenting an account of life, encouraging reform, taking the road to discovery, among others. Less explicit motives can be changing impressions, ...
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Autobiographies are backed up by varying motives: presenting an account of life, encouraging reform, taking the road to discovery, among others. Less explicit motives can be changing impressions, straightening false beliefs, or revealing a fantasy life. The motive somehow clears the public dimension of an autobiography and directs the autobiographer's relation to the reader. This chapter focuses on the relation to the reader in the works of Genet, Leduc, and Sarraute.Less
Autobiographies are backed up by varying motives: presenting an account of life, encouraging reform, taking the road to discovery, among others. Less explicit motives can be changing impressions, straightening false beliefs, or revealing a fantasy life. The motive somehow clears the public dimension of an autobiography and directs the autobiographer's relation to the reader. This chapter focuses on the relation to the reader in the works of Genet, Leduc, and Sarraute.
- Published in print:
- 2010
- Published Online:
- March 2013
- ISBN:
- 9780226114774
- eISBN:
- 9780226114798
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226114798.003.0003
- Subject:
- Philosophy, Philosophy of Language
The examples in Chapter 2 exhibit a number of features common to traditional rhetorics, including the repeated appearance of loci and the frequent appearance of traditional lines of argument. Here ...
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The examples in Chapter 2 exhibit a number of features common to traditional rhetorics, including the repeated appearance of loci and the frequent appearance of traditional lines of argument. Here and there, we see the tactical use of humor and the deliberate construction of authoritative character, as well as artful composition at every level, from the smallest units to larger compositions, both verbal and visual. We see tropes and figures in material as varied as formal speeches and the dozens. But, clearly, we are not seeing “rhetoric” as it is traditionally conceived: as a unilateral mode of gaining compliance or belief, usually by means of tactics involving some combination of argument and ingratiation. An art of insult is surely not an art of persuasion, as commonly understood. This chapter approaches the subject from some different angles.Less
The examples in Chapter 2 exhibit a number of features common to traditional rhetorics, including the repeated appearance of loci and the frequent appearance of traditional lines of argument. Here and there, we see the tactical use of humor and the deliberate construction of authoritative character, as well as artful composition at every level, from the smallest units to larger compositions, both verbal and visual. We see tropes and figures in material as varied as formal speeches and the dozens. But, clearly, we are not seeing “rhetoric” as it is traditionally conceived: as a unilateral mode of gaining compliance or belief, usually by means of tactics involving some combination of argument and ingratiation. An art of insult is surely not an art of persuasion, as commonly understood. This chapter approaches the subject from some different angles.
James Westphal and Sun Hyun Park
- Published in print:
- 2020
- Published Online:
- May 2020
- ISBN:
- 9780198792055
- eISBN:
- 9780191834257
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780198792055.003.0005
- Subject:
- Business and Management, Corporate Governance and Accountability, Knowledge Management
The CEO’s social influence over the board of directors is a primary determinant of symbolic action. In this chapter we explain how CEOs acquire social influence over the board through a multi-stage, ...
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The CEO’s social influence over the board of directors is a primary determinant of symbolic action. In this chapter we explain how CEOs acquire social influence over the board through a multi-stage, multi-level process in which appearances are decoupled from actual behavior at each stage. The influence process begins with director selection, and is reinforced through socialization, ongoing interpersonal influence tactics such as ingratiation, social control of counter-normative behavior, and recommendations for board appointments. We describe a pervasive pattern of decoupling between directors’ rhetoric about CEO–board relationships and the reality of actual board behavior, and explain how this decoupling is reinforced by the socially constructed beliefs of directors themselves, and by self-serving biases that protect directors’ personal and social identities.Less
The CEO’s social influence over the board of directors is a primary determinant of symbolic action. In this chapter we explain how CEOs acquire social influence over the board through a multi-stage, multi-level process in which appearances are decoupled from actual behavior at each stage. The influence process begins with director selection, and is reinforced through socialization, ongoing interpersonal influence tactics such as ingratiation, social control of counter-normative behavior, and recommendations for board appointments. We describe a pervasive pattern of decoupling between directors’ rhetoric about CEO–board relationships and the reality of actual board behavior, and explain how this decoupling is reinforced by the socially constructed beliefs of directors themselves, and by self-serving biases that protect directors’ personal and social identities.
James Westphal and Sun Hyun Park
- Published in print:
- 2020
- Published Online:
- May 2020
- ISBN:
- 9780198792055
- eISBN:
- 9780191834257
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/oso/9780198792055.003.0007
- Subject:
- Business and Management, Corporate Governance and Accountability, Knowledge Management
In this chapter we describe common social influence processes in relations between firm leaders and external stakeholders, with particular attention to ingratiation, favor rendering, and negative ...
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In this chapter we describe common social influence processes in relations between firm leaders and external stakeholders, with particular attention to ingratiation, favor rendering, and negative reciprocity, which our research suggests are the most impactful micro-level influence processes in leader–constituent relations. We contend that the inconspicuous nature of these processes complements the more public forms of symbolic action described in Part I. They maintain the appearance of objective evaluation and control by financial market actors, while protecting managerial discretion over firm strategy and governance, thus supporting the ceremonial inspection and evaluation that makes symbolic decoupling possible, and preserving the dominance of corporate elites.Less
In this chapter we describe common social influence processes in relations between firm leaders and external stakeholders, with particular attention to ingratiation, favor rendering, and negative reciprocity, which our research suggests are the most impactful micro-level influence processes in leader–constituent relations. We contend that the inconspicuous nature of these processes complements the more public forms of symbolic action described in Part I. They maintain the appearance of objective evaluation and control by financial market actors, while protecting managerial discretion over firm strategy and governance, thus supporting the ceremonial inspection and evaluation that makes symbolic decoupling possible, and preserving the dominance of corporate elites.
