This study examines the contents and functions of dramatizations in natural team decisionmaking. Theoretically, the study employs symbolic convergence theory (SCT) to understand decision-making as a complex phenomenon constructed in symbolic communication.Observational meeting data and thematic interview data from an autonomous team in Finland were analyzed. A fantasy theme analysis and an inductive, rhetorical discourse analysis revealed three rhetorical visions and seven functions of dramatizations in the team's decisionmaking. Visions represented social, righteous, and pragmatic master analogues. The functions of dramatizations were legitimizing independent and current decisions, reinforcing past decisions, arguing, leading, embedding decisions, and controlling decision-making. Symbolic realities were constructed and refined before, during, and after decision-making. The processes of creating and using dramatizations were intertwined and simultaneous. The interview analysis showed the team was aware of many of these processes. The applicability of SCT in team decision-making research and training is discussed, specifically in connection to communication competence.
This study analyzes how team members perceive changes in relational leadership processes over time. Interview data from three virtual teams ( N = 18) were analyzed using qualitative thematic analysis. The findings illustrate how ideals of well-functioning leadership and teamwork communication can differ both between and within teams at different times. Team members may perceive benefits of the passage of time in teamwork, including experienced closeness, adjustment, and clarification of practices, as well as challenges such as rigidity and historical baggage. Organizations and teams may experience a shift in the ideals of leadership, but adapting to and adopting new forms of leadership over time may not be unproblematic. The findings also highlight how relational leadership is neither stable nor linear in its development. Overall, the study contributes to leadership and team research by increasing understanding of the relational construction of leadership among naturally occurring teams and by challenging assumptions about how leadership and time are perceived by team members. The implications of studying subjective time in connection with relational leadership are discussed.
In today's organizations, team and group communication is an essential part of work, and it is loaded with expectations. Despite the expectation that teamwork offers an answer to the intense demands of today's dynamic, ubiquitously digital working life, taking advantage of its benefits is neither simple nor well understood. Teams represent various types of collaboration. Teams can be understood by observing their structures, practices, and processes as well as their functionality and goal achievement. This chapter provides an understanding of the multifaceted reality of groups and teams as it manifests in interaction.The chapter analyzes a variety of team phenomena in order to enhance and develop team performance in the workplace. Although teams can have a designated leader or coordinator, team members can also share leadership. Teams can execute long-lasting, permanent tasks, but they can also be formed for short periods to perform explicit, nonrecurring tasks. The chapter also outlines the practical implications of the communication factors that contribute to team performance and goal achievement in the context of constantly changing working life and the manifold requirements of successful teams. Understanding Team CommunicationIn knowledge work, working in teams is an established practice. Teams are usually formed to accomplish a certain goal, function, or project (Lipnack & Stamps 2000, 58). Team members often share a sense of responsibility (Kirkman & Rosen 2000), and every member plays an important part in achieving shared goals (Scott 2013). In team communication, shared meanings are created and roles, norms, and rules are constructed (Hollingshead & Poole 2012). Team members produce the team and its characteristics as well as coordinate their performance in communication. Teams communicate both face-to-face and via several kinds of communication technology, from email and chat to video conferencing tools (Gilson et al. 2015). Teams also use social media, enterprise social media, and other web-based communication platforms in their interaction. Teams can be geographically or organizationally dispersed (Lipnack & Stamps 2000), but team members also commonly use communication technology when they work at the same physical location (Kirkman, Gibson, & Kim 2012). Communication technologies enable members to communicate asynchronously and synchronously and to use text-based, audio, or video tools in their communicationor all of them at the same time. Communication can also be mobile. Furthermore, multicommunication, in which a person carries out parallel conversations with several individuals at the same time (Valo 2019) is enabled by tools such as instant messaging, social media, and email. The use of all these technologies to communicate in teams has become common or even expected in the workplace (Gilson et al. 2014). Synergy, knowledge management, the quality of collaborative decisions, and work commitment are advantages of teamwork (Harris & Sherblom 2011). Naturally, teams do not always perform as hoped, ...
Tässä teoreettisessa artikkelissa esitellään uusi yhteisen vuorovaikutusosaamisen käsite. Se soveltuu erityisesti työelämän tiimien vuorovaikutusosaamisen tarkasteluun. Vuorovaikutusosaamista on määritelty ja tutkittu paljon. Tiimien osaamistutkimus on kuitenkin ollut vähäisempää kuin tutkimus vuorovaikutusosaamisesta esimerkiksi kahdenvälisessä vuorovaikutuksessa tai esiintymisessä. Lisäksi tutkimus on ollut teoreettisesti puutteellista. Käsitteellistyksessä edetään nelivaiheisesti. Ensin tehdään synteesiä ryhmä- ja tiimivuorovaikutusosaamisen teoreettisista lähtökohdista ja empiirisestä tutkimuksesta. Toiseksi nostetaan esille tutkimuksen keskeisiä teoreettisia puutteita, jotka estävät vuorovaikutusosaamisen syvemmän ymmärryksen työelämän kompleksisessa tiimiviestinnässä. Kolmanneksi esitellään puheviestintätieteen lähialoilla tehdyn monitasoisen tiimitutkimuksen edistysaskeleita. Erityisesti käsittelemme emergenssin perusperiaatteiden hyötyä tiimi-ilmiöiden tutkimukselle. Neljänneksi tarkastelemme yhteisen vuorovaikutusosaamisen käsitettä. Tarkoitamme sillä emergenttiä vuorovaikutusosaamista, joka sijaitsee sekä yksilö- että ryhmätasolla, kehittyy vuorovaikutusprosesseissa ja on luonteeltaan temporaalista eli aikasidonnaista. Erittelemme uuden käsitteen mahdollisuuksia ja etuja tutkimukselle. Yhteisen vuorovaikutusosaamisen tutkimus täydentäisi ryhmäviestinnän teoreettista tietämystä. Käsite toisi vuorovaikutusosaamisen tutkimuksen osaksi monitasoisen tiimitutkimuksen tieteidenvälistä keskustelua.
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