Shirleen S Wong
Biographic Data
| ID | 1265660 |
|---|---|
| NAME | Shirleen S Wong |
| GIVEN NAMES | Shirleen S |
| FAMILY NAME | Wong |
| SIGNATURE | WONG S S |
| AFFILIATIONS | Chinese University of Hong Kong |
| ORCID | 0000-0002-6103-3231 |
| VERIFIED | Yes |
| TOTAL WORKS | 11 |
| TOTAL CITATIONS | 57 |
| WORKS AS AUTHOR | 11 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1970 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 4 |
Audience costs, humiliation, and social creativity strategies
Can Beijing afford to appear weak, especially after threatening an adversary to escalate in an international crisis? According to audience costs theory, the more high-profile a threat is, the more difficult it would be for a government to back down. Its citizens expect it to stand firm and punish it if it does not. One explanation for the “micro” logic of audience costs is that from a sociopsychological perspective, backing down sullies the natio…
Explaining the “cult of toughness”
Face-to-face with a madman
What is it like to negotiate with a ‘madman’? What are the behavioural traits typical of him? How might being ‘mad’ enable him to take advantage of his counterpart? Conversely, what harm can it do to him? How might such negotiation style impact international politics? I advance four arguments, derived primarily from insights in microsociology and from a close study of Hitler, Khrushchev, Saddam, Gaddafi and Milošević. First, face-to-face interact…
Who Blinked? Performing Resolve (or Lack Thereof) in Face-to-Face Diplomacy
Leaders often emerge from a face-to-face interaction with an implicit understanding on who is expected to stand firm and, conversely, to back down, on a disputed issue. How is that possible? In this article, I develop a theory of resolve performance. I argue that expressions of resolve are speech acts. To establish resolve, leaders must perform such acts competently, there and then, both verbally and behaviorally. A successful (or what speech act…
One-upmanship and putdowns
When leaders meet in person, they perform a wide range of interaction rituals. They dress for the occasion, greet each other and shake hands, exchange pleasantries and gifts, arrive at the meeting venue and have themselves seated according to protocol, and so on. What do they make of the performance of such rituals? In this paper, I argue that leaders often take advantage of or outright flout what the sociologist Erving Goffman calls the prevaili…
Stoics and Hotheads
When leaders negotiate face-to-face, why would an expression of anger make an interlocutor yield to one’s demand in some instances but cause him to become more intransigent in others? In this article, I consult recent findings in social and experimental psychology and provide an explanation for when anger is more likely to be considered a credible expression of resolve. Anger elicits concessions if a leader has projected an image for being compos…
Mapping the Repertoire of Emotions and Their Communicative Functions in Face-to-face Diplomacy
Emotions and the communication of intentions in face-to-face diplomacy
Countries often seek to resolve their disputes through negotiations. However, diplomats meeting face to face are under the incentives both to cooperate by revealing one’s preferences and to compete by misrepresenting them. How, then, do they express and assess each other’s intentions? Theories of International Relations that have studied communication in diplomacy — structural realism, rationalism, and the theory of communicative action — offer i…
Ironic Reflections on History
Kung Tzu-chen
The Quatrains ( Chüeh-Chü 絕句) of Tu Fu
Emotions and the communication of intentions in face-to-face diplomacy
Countries often seek to resolve their disputes through negotiations. However, diplomats meeting face to face are under the incentives both to cooperate by revealing one’s preferences and to compete by misrepresenting them. How, then, do they express and assess each other’s intentions? Theories of International Relations that have studied communication in diplomacy — structural realism, rationalism, and the theory of communicative action — offer i…
One-upmanship and putdowns
When leaders meet in person, they perform a wide range of interaction rituals. They dress for the occasion, greet each other and shake hands, exchange pleasantries and gifts, arrive at the meeting venue and have themselves seated according to protocol, and so on. What do they make of the performance of such rituals? In this paper, I argue that leaders often take advantage of or outright flout what the sociologist Erving Goffman calls the prevaili…
Stoics and Hotheads
When leaders negotiate face-to-face, why would an expression of anger make an interlocutor yield to one’s demand in some instances but cause him to become more intransigent in others? In this article, I consult recent findings in social and experimental psychology and provide an explanation for when anger is more likely to be considered a credible expression of resolve. Anger elicits concessions if a leader has projected an image for being compos…
Mapping the Repertoire of Emotions and Their Communicative Functions in Face-to-face Diplomacy
Who Blinked? Performing Resolve (or Lack Thereof) in Face-to-Face Diplomacy
Leaders often emerge from a face-to-face interaction with an implicit understanding on who is expected to stand firm and, conversely, to back down, on a disputed issue. How is that possible? In this article, I develop a theory of resolve performance. I argue that expressions of resolve are speech acts. To establish resolve, leaders must perform such acts competently, there and then, both verbally and behaviorally. A successful (or what speech act…
The Quatrains ( Chüeh-Chü 絕句) of Tu Fu
Kung Tzu-chen
Ironic Reflections on History
Emotions and the communication of intentions in face-to-face diplomacy
Countries often seek to resolve their disputes through negotiations. However, diplomats meeting face to face are under the incentives both to cooperate by revealing one’s preferences and to compete by misrepresenting them. How, then, do they express and assess each other’s intentions? Theories of International Relations that have studied communication in diplomacy — structural realism, rationalism, and the theory of communicative action — offer i…
Stoics and Hotheads
When leaders negotiate face-to-face, why would an expression of anger make an interlocutor yield to one’s demand in some instances but cause him to become more intransigent in others? In this article, I consult recent findings in social and experimental psychology and provide an explanation for when anger is more likely to be considered a credible expression of resolve. Anger elicits concessions if a leader has projected an image for being compos…
Mapping the Repertoire of Emotions and Their Communicative Functions in Face-to-face Diplomacy
One-upmanship and putdowns
When leaders meet in person, they perform a wide range of interaction rituals. They dress for the occasion, greet each other and shake hands, exchange pleasantries and gifts, arrive at the meeting venue and have themselves seated according to protocol, and so on. What do they make of the performance of such rituals? In this paper, I argue that leaders often take advantage of or outright flout what the sociologist Erving Goffman calls the prevaili…
Who Blinked? Performing Resolve (or Lack Thereof) in Face-to-Face Diplomacy
Leaders often emerge from a face-to-face interaction with an implicit understanding on who is expected to stand firm and, conversely, to back down, on a disputed issue. How is that possible? In this article, I develop a theory of resolve performance. I argue that expressions of resolve are speech acts. To establish resolve, leaders must perform such acts competently, there and then, both verbally and behaviorally. A successful (or what speech act…
Explaining the “cult of toughness”
Face-to-face with a madman
What is it like to negotiate with a ‘madman’? What are the behavioural traits typical of him? How might being ‘mad’ enable him to take advantage of his counterpart? Conversely, what harm can it do to him? How might such negotiation style impact international politics? I advance four arguments, derived primarily from insights in microsociology and from a close study of Hitler, Khrushchev, Saddam, Gaddafi and Milošević. First, face-to-face interact…
Audience costs, humiliation, and social creativity strategies
Can Beijing afford to appear weak, especially after threatening an adversary to escalate in an international crisis? According to audience costs theory, the more high-profile a threat is, the more difficult it would be for a government to back down. Its citizens expect it to stand firm and punish it if it does not. One explanation for the “micro” logic of audience costs is that from a sociopsychological perspective, backing down sullies the natio…
Political science (7 works) · Psychology (6 works) · Sociology (6 works) · Law (5 works) · Law (5 works) · Art (4 works) · Diplomacy (4 works) · Face (sociological concept (4 works) · International Relations and Foreign Policy (4 works) · Politics (4 works)