Ma Ying-Jeou's Rhetoric Vision: A Textual Analysis of Ma's Speeches from 1998 to 2006

• Main Authors: Chi-hsien Wang, 王齊賢
• Other Authors: Wei-chun Wen
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/05529028738911315234

碩士 === 世新大學 === 口語傳播學研究所 === 94 === This research focuses on finding out the rhetorical vision in discourse of Ma Ying-Jeou. We found the rhetorical vision shift obviously through 1998 to 2005. According to Herrick, rhetoric is always adjusted by the audience. Rhetors will produce the different rhetoric according to different audience. We believe that Ma Ying-Jeou speaking differently while encountering different audience. The research material is the speeches from 1998 to 2005, which included interview, public addressing and newspaper publishing. We use Fantasy theme analysis as a method. This method is first developed by Bormann in 1972. Moreover, we apply the practical analyzing steps which Foss suggests. That is, taking discourse with symbolic interaction as a stories. The stories can simply divided into three main themes section as setting theme, character theme and action theme. The first research question we inspired from text is how Ma Ying-Jeou discourse can be dramatized as setting themes, character themes and action themes in stories. Second, what are Ma Ying Jeou rhetoric visions from 1998 to 2005? Also, two major rhetoric observations have found out. Through the whole research, we found our Ma play a role called “New Taiwanese”. After reelected as Taipei mayor at 2002, he showed people a born-again” victor role. Two years later,, his role became a person who waiting for an opportunity. At 2005, he is a leader who has heavy burden on himself. As for the action themes, Ma dig so hard at Taipei to be a proper Taipei mayor. When he reelected as Taipei mayor again at 2002, he tried so hard to bridge himself and Taiwan local discourse. At 2004, Ma held a resolution in KMT with all strength. Finally, Ma aggressively produced cross-strait vision when he became chairman of KMT at 2005. Furthermore, two major rhetoric observations have played out after analyzing. One is that the personal image may cause some problems when Ma became a Taiwan leader. The other is Ma put much more visions than real action in his discourse.