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Multilinguals Experience Personality Change When Using Different Languages

Multilinguals Experience Personality Change When Using Different Languages

People who are bilingual have been a source of fascination for years, with various studies revealing that they are more accepting, tolerant and open-minded than others. The far-reaching impact of multilingualism does not end there, however, with recent research suggesting that the behaviour and outlook of bilinguals also changes according to the language that they use at any given time.

Between 2001 and 2003, linguists Jean-Marc Dawaele and Aneta Pavlenko surveyed more than one thousand bilinguals on the subject of whether they feel like a different person when they speak different languages. Incredibly, nearly two-thirds confirmed that they did, while the majority of respondents also emphasise different personality traits and express alternative emotions depending on their choice of language.

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How does our personalities change when using alternative languages

While there is plenty of research to support these findings, how do these personality changes manifest themselves? In one of the more recent essays published on the subject, New Republic editor Noam Scheiber revealed that he stopped speaking only in Hebrew to his three-year older due to the impact that it had on his persona. Scheiber claimed that his personality became far colder and less articulate when speaking in Hebrew, while communicating in English brought out his natural sensibility, patience and a greater level of empathy.

In a further study completed back in 1964, psychologist Susan Ervin set out to explore the different ways through which bilinguals shared the same story in different languages. Using 64 respondents who were fluent in both French and English, Ervin presented what is known as the Thematic Apperception Test to share a series of illustrations. Spanning two separate sessions that were hosted in French and English, respondents were asked to create a compelling story based on the images that they had seen.

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Upon analysis, several topical differences came to the fore. The English narratives featured physical aggression and female accomplishment as central themes, for example, while those in French were more likely to include verbal aggression towards peers and guilt.

With English as a central theme in both of these examples, it is interesting to note the alternative perceptions that emerge depending on the speaker. While the use of English brought out traits such as patience and empathy in one instance, for example, it solicited physical and verbal aggression in another. One explanation for these variable outlooks could be the context in which each dialect was learned, with one multilingual claiming that she was friendlier and made friends more easily in her second language (which she learned at an older age and when her social skills were more advanced).

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As a multilingual, why does your personality change?

With this in mind, the context in which languages are learned solicits alternative emotions and changes our outlook, behaviour and levels of self-perception. Michael J. Koven’s body of research from also 1998 reaffirms this, with a group of French and Portuguese bilinguals emphasising different personality traits and behaviours depending on their choice of language. This suggests that the age at which languages are learned also have an impact, depending on the level of our cognitive development at the time when we become multilingual and fluent in alternative dialects.

On a final note, the cultural aspects that are deeply-rooted in language may also impact on the personalities of bilinguals. Our cultural identity has a huge bearing on how we learn and the values that we hold dear, but those who are bilingual are likely to have travelled and absorbed alternative cultures and lifestyles. This will directly change their outlook and challenge their existing values, potentially creating an altered personality that manifests itself in numerous different ways.

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Last Updated on February 21, 2019

The Secret to Effective Conflict Resolution: The IBR Approach

The Secret to Effective Conflict Resolution: The IBR Approach

In business, in social relationships, in family… In whatever context conflict is always inevitable, especially when you are in the leader role. This role equals “make decisions for the best of majority” and the remaining are not amused. Conflicts arise.

Conflicts arise when we want to push for a better quality work but some members want to take a break from work.

Conflicts arise when we as citizens want more recreational facilities but the Government has to balance the needs to maintain tourism growth.

Conflicts are literally everywhere.

Avoiding Conflicts a No-No and Resolving Conflicts a Win-Win

Avoiding conflicts seem to be a viable option for us. The cruel fact is, it isn’t. Conflicts won’t walk away by themselves. They will, instead, escalate and haunt you back even more when we finally realize that’s no way we can let it be.

Moreover, avoiding conflicts will eventually intensify the misunderstanding among the involved parties. And the misunderstanding severely hinders open communication which later on the parties tend to keep things secret. This is obviously detrimental to teamwork.

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Some may view conflicts as the last step before arguments. And they thus leave it aside as if they never happen. This is not true.

Conflicts are the intersect point between different individuals with different opinions. And this does not necessarily lead to argument.

Instead, proper handling of conflicts can actually result in a win-win situation – both parties are pleased and allies are gained. A better understanding between each other and future conflicts are less likely to happen.

The IBR Approach to Resolve Conflicts

Here, we introduce to you an effective approach to resolve conflicts – the Interest-Based Relational (IBR) approach. The IBR approach was developed by Roger Fisher and William Ury in their 1981 book Getting to Yes. It stresses the importance of the separation between people and their emotions from the problem. Another focus of the approach is to build mutual understanding and respect as they strengthen bonds among parties and can ultimately help resolve conflicts in a harmonious way. The approach suggests a 6-step procedure for conflict resolution:

Step 1: Prioritize Good Relationships

How? Before addressing the problem or even starting the discussion, make it clear the conflict can result in a mutual trouble and through subsequent respectful negotiation the conflict can be resolved peacefully. And that brings the best outcome to the whole team by working together.

Why? It is easy to overlook own cause of the conflict and point the finger to the members with different opinions. With such a mindset, it is likely to blame rather than to listen to the others and fail to acknowledge the problem completely. Such a discussion manner will undermine the good relationships among the members and aggravate the problem.

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Example: Before discussion, stress that the problem is never one’s complete fault. Everyone is responsible for it. Then, it is important to point out our own involvement in the problem and state clearly we are here to listen to everyone’s opinions rather than accusing others.

Step 2: People Are NOT the Cause of Problem

How? State clearly the problem is never one-sided. Collaborative effort is needed. More importantly, note the problem should not be taken personally. We are not making accusations on persons but addressing the problem itself.

Why? Once things taken personally, everything will go out of control. People will become irrational and neglect others’ opinions. We are then unable to address the problem properly because we cannot grasp a fuller and clearer picture of the problem due to presumption.

Example: In spite of the confronting opinions, we have to emphasize that the problem is not a result of the persons but probably the different perspectives to view it. So, if we try to look at the problem from the other’s perspective, we may understand why there are varied opinions.

Step 3: Listen From ALL Stances

How? Do NOT blame others. It is of utmost importance. Ask for everyone’s opinions. It is important to let everyone feel that they contribute to the discussion. Tell them their involvement is essential to solve the problem and their effort is very much appreciated.

Why? None wants to be ignored. If one feels neglected, it is very likely for he/she to be aggressive. It is definitely not what we hope to see in a discussion. Acknowledging and being acknowledged are equally important. So, make sure everyone has equal opportunity to express their views. Also, realizing their opinions are not neglected, they will be more receptive to other opinions.

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Example: A little trick can played here: Invite others to talk first. It is an easy way to let others feel involved and ,more importantly, know their voices are heard. Also, we can show that we are actively listening to them by giving direct eye-contact and nodding. One important to note is that never interrupt anyone. Always let them finish first beforeanother one begins.

Step 4: Listen Comes First, Talk Follows

How? Ensure everyone has listened to one another points of view. It can be done by taking turn to speak and leaving the discussion part at last. State once again the problem is nothing personal and no accusation should be made.

Why? By turn-taking, everyone can finish talking and voices of all sides can be heard indiscriminantly. This can promote willingness to listen to opposing opinions.

Example: We can prepare pieces of paper with different numbers written on them. Then, ask different members to pick one and talk according to the sequence of the number. After everyone’s finished, advise everyone to use “I” more than “You” in the discussion period to avoid others thinking that it is an accusation.

Step 5: Understand the Facts, Then Address the Problem

How? List out ALL the facts first. Ask everyone to tell what they know about the problems.

Why? Sometimes your facts are unknown to the others while they may know something we don’t. Missing out on these facts could possibly lead to inaccurate capture of the problem. Also, different known facts can lead to different perception of the matter. It also helps everyone better understand the problem and can eventually help reach a solution.

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Example: While everyone is expressing their own views, ask them to write down everything they know that is true to the problem. As soon as everyone has finished, all facts can be noted and everyone’s understanding of the problem is raised.

Step 6: Solve the Problem Together

How? Knowing what everyone’s thinking, it is now time to resolve the conflict. Up to this point, everyone should have understood the problem better. So, it is everyone’s time to suggest some solutions. It is important not to have one giving all the solutions.

Why? Having everyone suggesting their solutions is important as they will not feel excluded and their opinions are considered. Besides, it may also generate more solutions that can better resolve the conflicts. Everyone will more likely be satisfied with the result.

Example: After discussion, ask all members to suggest any possible solutions and stress that all solutions are welcomed. State clearly that we are looking for the best outcomes for everyone’s sake rather than battling to win over one another. Then, evaluate all the solutions and pick the one that is in favor of everyone.

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