People have different identities in different situations and people.
People have an idea of what they are, so they try to exaggerate it to make people believe that.
What people do to show people who they are is more likely going to inform what other people think about you, rather than if you just tell them.
Actions speak loader than words.
People learn from their mistakes.
Sheldons -
People act differently depending where they are.
People have a hierarchy of how they act depending what the person is to them.
People naturally compare people around them to judge how they behave.
Despite how people think they should act, people do not always act that way.
Salience hierarchy -
What you think of someone determines what you expect from them.
People have different personalities and they use them depending on the situations and places.
People know what is expected of them, however it depends what is around them affects how they achieve this.
The Salience hierarchy creates a system to predict how an identity will act in situations and how they will react.
Commitment and self -
The more time a persons spends in a role is more likely going to shape them.
People are more likely going to be like the person they spend more time with.
Like between social and self.
More independence in an individual will increase a persons view in their salience hierarchy.
Key -
More people who follow an identity the stronger it becomes.
The way a person in portrait depends how another person acts towards them.
Stronger in numbers.
People will seek out situations where they can follow their personality.
Lesson notes:
Group discussion:
Sheldon Stryker: 1980
* Exception from others.
* Structures (Small parts that make a whole), connections.
* Identity depends on situation or place.
* Salience hierarchy - The importance of a particular identity.
* Validation of identities by others.
* 'Role performance' - Testing role identities and looking for validation.
* Role performances that are similar to others are likely to be favoured.
* Emotions are the makers of adequacy.
* Self-esteem - Validation builds self-esteem which effects the salience identity roles.
McCall & Simmons: 1960
* Role performances are improved.
* Reflect on idealised view of self.
* Vole performance reflect plans and goals on individual.
* Identity as driving force of behaviour.
* 'Hierarchy of prominence'.
* Interpreting gestures of others.
* Interactions are ambiguous and understructure (unlike Stryker).
* 'Stocks of Knowledge' call upon when altering role performances.
* 'Alter-casting'.
* 'Exchange negotiation' - Who gets what.
* Rewards - Extrinsic / Intrinsic.
* Validation of the ideal self (Internal image) is more important than any other validation.
How can these inform graphics...
* Defining your own identity - target audience.
* Pick your workplace?
* Feedback / Support from a relevant audience.
* True identities are never really the same.
* Show their hierarchy.
