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Relevance Theory
DEIRDRE WILSON & DAN SPERBER
Abstract
This paper outlines the main assumptions of relevance theory (Sperber & Wilson 1985, 1995, 1998, 2002, Wilson & Sperber 2002), an inferential approach to pragmatics. Relevance theory is based on a definition of relevance and two principles of relevance: a Cognitive Principle (that human cognition is geared to the maximisation of relevance), and a Communicative Principle (that utterances create expectations of optimal relevance). We explain the motivation for these principles and illustrate their application to a variety of pragmatic problems. We end by considering the implications of this relevance-theoretic approach for the architecture of the mind. *
1 Introduction
Relevance theory may be seen as an attempt to work out in detail one of Grice’s central claims: that an essential feature of most human communication, both verbal and non-verbal, is the expression and recognition of intentions (Grice 1989: Essays 1-7, 14, 18; Retrospective Epilogue). In developing this claim, Grice laid the foundations for an inferential model of communication, an alternative to the classical code model. According to the code model, a communicator encodes her intended message into a signal, which is decoded by the audience using an identical copy of the code. According to the inferential model, a communicator provides evidence of her intention to convey a certain meaning, which is inferred by the audience on the basis of the evidence provided. An utterance is, of course, a linguistically coded piece of evidence, so that verbal comprehension involves an element of decoding. However, the linguistic meaning recovered by decoding is just one of the inputs to a non- A version of this paper will appear in L. Horn and G. Ward (eds.) Handbook of Pragmatics (Oxford: Blackwell), and a shortened version in Proceedings of the Tokyo Conference on Psycholinguistics 2002. We are grateful to Larry Horn, Tomoko Matsui, Yuji Nishiyama, Yukio Otsu and Gregory Ward for many valuable comments and suggestions. *
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