Workplace Language and Power : Directives, Requests and Advice

Abstract

This thesis investigates power in the interactions of four women and their workplace colleagues. Power is explored by examining the forms used to express "control acts", i.e., directives, requests and advice, and through investigation of the way control acts pattern in the discourse and whether they are mitigated. A Speech Act Theory approach is used as the starting point, with insights from other analytical approaches such as Conversation Analysis also being drawn on where relevant. Almost all of the control acts are mitigated. There are differences, however, in the mitigation patterns of Managers as opposed to those of their staff. Whereas Managers tend to provide internal or external modification based on how much a topic has been discussed, lower level staff always provide both internal and external mitigation when dealing with their Managers... The roles of the two interactants are also evident in the large number of control acts in the speech of the Managers compared to that of lower level staff, but are less obvious in other aspects of their discourse. Managers frequently use "consultative" power, for instance in the way they involve their staff in the decision making process. They also empower their staff by acknowledging their staffs' skills and expertise; recognising their "expert" power. Both Managers are seen to have an interactive "participative" style of management. They more often minimise rather than exert power and they pay attention to their interlocutor's face needs.