A Pragmatic Analysis of Refusal Strategies in Management Communication

Abstract

This study examines the refusal strategies employed in superior-subordinate communication during departmental meetings. It aims to reveal these strategies' function, specifically exploring why individuals use particular refusal techniques in their interactions. Data is collected through observation of participants' turn-taking patterns in departmental meetings. The findings indicate that both heads of departments and department members utilized direct and indirect refusal strategies. Participants employed two direct refusal strategies, as defined in the Beebe et al. (1990, pp. 55-73) framework, and five indirect refusal strategies: explanation, statement of alternatives, attempts to dissuade, acceptance functioning as a refusal, and silence. The most frequently used direct strategy is the non-performative statement, while the most common indirect strategies are explanation and statements of alternatives. Social power dynamics are evident in the heads of departments' speech, as they seek to control dissenting opinions. Department members, however, exercise social power by forming coalitions to support specific viewpoints discussed in the meetings. Future research could investigate the politeness strategies used by superiors and subordinates in these meetings and their impact on influencing heads of departments.