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In:A Language Management Approach to Language Problems: Integrating macro and micro dimensions
Edited by Kimura Goro Christoph and Lisa Fairbrother
[Studies in World Language Problems 7] 2020
► pp. 133–156

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Chapter 7
Diverging and intersecting management

Cases of the simultaneous management of deviations by multiple parties in contact situations

 | Sophia University
Published online: 20 May 2020
DOI logo with link
https://doi.org/10.1075/wlp.7.07fai
Abstract
Although research applying LMT has commonly focused on the perspective of one individual participant or actor when considering the noting, evaluation and adjustments planned and implemented towards deviations from norms, in reality, multiple parties in the same interaction may be managing deviations simultaneously and their processes may diverge or intersect. Based on examples from past studies on predominantly micro-level interaction, this chapter provides a foundation for the development of a typology of the different types of diverging and intersecting management. It was found that interactional constraints, norm diversity and contextual constraints, including power dynamics, are the main factors that determine whether management will diverge or intersect. The analysis also reveals the intertwining of macro- and micro-level processes.
Article outline
  • 1.Introduction
  • 2.Examples of diverging and intersecting management in the past literature
  • 3.Towards a typology of diverging and intersecting management
    • 3.1Diverging management at the noting stage
    • 3.2Diverging management at the evaluation stage
    • 3.3Diverging management at the adjustment stage
    • 3.4Diverging management at the adjustment implementation and noting stages
    • 3.5Intersecting management at the evaluation and noting stages
    • 3.6Management intersecting at the adjustment implementation and noting stages
    • 3.7Intersecting management at the adjustment implementation and norm formation stages
    • 3.8Intersecting management at the adjustment implementation, noting and norm formation stages
  • 4.The micro-macro relationship in diverging and intersecting management
  • 5.Conclusions
  • References
References (39)
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