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It is axiomatic that context influences interpersonal behaviors, yet communication researchers have had limited success in generating a set of conceptual or operational definitions for the situation variable. Two studies were conducted to examine emotion-eliciting qualities as the basis for such a typology and the relationship of situations classified by this system to other variables. Specifically, the first study investigated whether interpersonal situations could be described reliably in terms of emotion-eliciting qualities, while the second study tested specific predictions about approach toward or avoidance of interpersonal situations based on emotions elicited. In the first study, 102 college undergraduates completed emotion-eliciting scales for a variety of situations, and, in the second, 170 students completed scales measuring anticipated approach-avoidance. Results indicated that emotion-eliciting qualities comprise a system for classifying situations that is exhaustive, mutually exclusive, and related to the theoretical purposes of explanation and prediction. Further, the findings showed that emotion-eliciting qualities of interpersonal situations relate systematically to other variables. Approach toward or avoidance of interpersonal situations, for example, was predicted and explained in terms of emotions elicited by those situations. (FL)

Both North American and Latin American business professionals were investigated in a study that focused on the perceived communication problems between the two groups. A number of major areas of interest were considered, including the following: (1) source of credibility (what dimensions of personality were seen as most desirable in the intercultural business counterpart); (2) locus of power (which group was perceived as most influential during the negotiation process); (3) competitive posture (business equality and aggressiveness); (4) communication uncertainty (the degree to which individuals felt sure of themselves in the negotiation context); (5) perceived understanding of communication intent; (6) decision making style; (7) perceived apprehension during the encounter; and (8) nonverbal behavioral differences. The communication assessment instrument that was used contained five sections of eight communication constructs. The data were collected in two separate stages: first from 30 bank executives representing various locations in Latin America, and second from subjects interviewed at the Miami Florida International Airport. Results indicated several perceptual differences existing between North American and Latin American business professionals, as well as some striking similarities. Members of both groups were very aware of the great possibility of being misunderstood by the other group. (HOD)

To determine the perceived intercultural commnication problems arising during three meetings of North American, Latin American, and Caribbean businessmen, business professionals were asked to assess their international counterparts in terms of (1) source credibility, (2) locus of control, (3) competitive posture, (4) communication certainty, (5) decision making flexibility, (6) differences in conducting meetings, (7) attribution of blame, (8) perceived understanding, (9) apprehension, and (10) differences in nonverbal behavior. Results suggested that differences in communication behavior (that are not mutually recognized) negatively affected the negotiations between the executives. In addition, both Latin American and Caribbean business professionals consistently saw the North American participants as "controlling" and "dominant," and as representing businesses that were "more equal" than the others. (Survey instruments and findings are appended.) (MM)