Ping Du

University of Nottingham Ningbo China | Ningbo · School of Education and English

The present study aims to explore an embodied approach to students’ deep learning; specifically, how deep learning is interactively achieved through teachers’ languaging dynamics and multimodal representations in interactive lecturing in L2 higher education (HE) contexts. The purpose is to understand how an instructor’s embodied and multimodal peda...

This study investigates the relational functions of shared laughter in workplace conflict interactions. It is argued that two intertwined but distinct relational concerns are addressed in conflict interactions, namely ‘face’ at the individual level and ‘relational dynamics’ at the interactional level. Based on a case analysis of an intercultural co...

Highlights • Laughter can be deployed to address two relational concerns in conflict interactions, namely face and relational dynamics. • Shared laughter can be deployed to attack face or mitigate tension in conflict talk. • Shared laughter can achieve ‘laughing with’ without ‘laughing at’ by orienting to metacommunicative laughables. • The audienc...

Language Related Episodes occur when speakers explicitly question lexical and grammatical aspects of the language they are using, resulting in collaborative discourse and assisted performance from peers. This paper demonstrates how such negotiation and repair may occur in relation to the gestural component of a speaker's expression, leading us to i...

This paper explores collaborative discourse between a group of students from different linguistic and cultural backgrounds as they discuss in English at a British university in China. Critical moments in our data occurred when the local Chinese students responded to requests from an international American student for information about Chinese geogr...

This book proposed a new theoretical and methodological approach to analyzing and explaining intercultural differences in workplace communication. The focus is on intercultural differences in relational strategies at workplace meetings, and the development of frameworks for the analysis and explanation of such differences. Two frameworks were propo...

This book proposes a new theoretical and methodological approach to the investigation and explanation of intercultural differences in conflict management strategies and relational (politeness) strategies in workplace settings, taking the Chinese workplace as its focus.

As discussed in Chapter 4, a meeting series was organized by the CEO, Mr Wang, as a means to resolve the management crisis. The ultimate goal of the series was to persuade the expatriate managers to accept the changes made in the new management structure. In order to achieve this goal, the Chinese participants believed that the first step should be...

The expatriate speakers’ problem talk was completed within one speaker turn, while the Chinese participants’ problem talk scheme was a group action plan that needs to be investigated on different levels of the MLM. The next two chapters will examine the scheme on the turn-taking and contextual levels. This chapter focuses on the relational strategi...

This chapter proposes an explanatory framework, Cultural Self Perception (CSP), to account for differences in cultural expectations of interactive behaviours. The characteristics of two types of cultural self perception, the Individual-Self and the Group-Self, will be described; and the socio-economic root of CSP and its impact on worldview and thi...

This chapter and the next three chapters will explore the intercultural differences in relational strategies for problem talk. It is believed that clashes of cultural expectations of relational strategies played a major role in causing the communicative breakdown at the meeting. The framework of Cultural Self Perception (CSP) will be applied to the...

The goal of this chapter is to propose a theoretical framework, the Multi-Level Model (MLM), for analysing intercultural interactive events in workplace settings. In this study, the MLM will not only be used to interpret and explain interactive behaviours at workplace meetings with reference to different levels of contextual factors, but also to an...

In the post-meeting interviews, the Chinese participants mentioned how carefully they had prepared and rehearsed the whole procedure of the meeting. This drew my attention to the coordination of the Chinese official speakers’ turns. Close examination of the topic structure of the Chinese speakers’ turns indicate that their topics are seamlessly syn...

In the preceding three chapters, we have examined the differences between the Chinese and expatriate speakers in relational strategies on the interactional level. The analysis shows that the expatriates’ problem talk was completed within one turn, while the Chinese participants’ problem talk was a cross-turn, cross-speaker, coordinated action schem...

This chapter aims to describe and analyse the management crisis as a continued conflict at the organizational level, drawing on contextual factors on the outer levels of the MLM, namely, the socio-economic, organizational, and inter-event contexts. This chapter also serves to provide the background for the analysis of the interactive conflicts at t...

This study develops and proposes a research approach founded on linking two novel theoretical frameworks for analysing and explaining relational strategies at intercultural workplace meetings, namely, the Multi-Level Model (MLM) and Cultural Self Perception (CSP). The approach is tested through a case study of a problematic meeting in an intercultu...