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Reducing Uncertainty

When intercultural communication scholar Patricia Covarrubias (2000) was a young girl, she and her family immigrated to the United States from Mexico. On her first day of school in her adoptive country, Patricia’s third-grade teacher, Mrs. Williams, led her to the front of the classroom to introduce her to her new classmates. As Patricia stood excitedly before them, she waited for Mrs. Williams to introduce her as “Patricia Covarrubias,” or perhaps “Patricia.” Of course, when Patricia was growing up in Mexico, her friends and family members rarely used either of these names. Instead, they called her la chiquita (the little one) or mi Rosita de Jerico (my rose of Jericho). But in the more formal setting of the classroom, Patricia expected her teacher to introduce her using her first and last name. Instead, Mrs. Williams, her hand gently resting on Patricia’s shoulder, turned to the class and said, “Class, this is Pat.”

Patricia was dumbfounded. In her entire life, she had never been “Pat,” nor could she understand why someone would call her “Pat.” As she explains, “In one unexpected moment, all that I was and had been was abridged into three-letter, bottom-line efficiency” (Covarrubias, 2000, pp. 10–11). And although Mrs. Williams was simply trying to be friendly—using an abbreviation most Euro-Americans would consider “informal”—Patricia was mortified. The encounter bolstered her feeling that she was an outsider in an uncertain environment.

In most interpersonal interactions, the perception process unfolds in a rapid, straightforward manner. But sometimes we find ourselves in situations where people communicate in perplexing ways. In such contexts, we experience uncertainty, the anxious feeling that comes when we can’t predict or explain someone else’s communication.

Uncertainty is common during first encounters with new acquaintances, when we don’t know much about the people with whom we’re communicating. According to Uncertainty Reduction Theory, our primary compulsion during initial interactions is to reduce uncertainty about our communication partners by gathering enough information about them so their communication becomes predictable and explainable (Berger & Calabrese, 1975). When we reduce uncertainty, we’re inclined to perceive people as attractive and likable, talk further, and consider forming relationships with them (Burgoon & Hoobler, 2002). When we can’t predict or explain people’s communication or behavior, our uncertainty escalates, and we’re inclined to not communicate further, to form negative impressions, and to avoid developing relationships.

Uncertainty can be reduced in several ways, each of which has advantages and disadvantages (Berger & Bradac, 1982). First, you can observe how someone interacts with others. Known as passive strategies, these approaches can help you predict how he or she may behave when interacting with you, reducing your uncertainty. Examples include observing someone hanging out with friends at a party or checking out someone’s Facebook page. Second, you can try active strategies by asking other people questions about someone you’re interested in. You might find someone who knows the person you’re assessing and then get him or her to disclose as much information as possible about that individual. Be aware, though, that this poses risks: the target person may find out that you’ve been asking questions. That could embarrass you—and upset the target. In addition, third-party information may not be accurate. Third, and perhaps most effective, are interactive strategies: starting a direct interaction with the person you’re interested in. Inquire where the person is from, what he or she does for a living, and what interests he or she has. You should also disclose personal information about yourself. This enables you to test the other person’s reactions to you. Is the person intrigued or bored? That information can help you reduce your uncertainty about how to communicate further.