A Sequential Analysis of Procedural Meeting Communication: How Teams Facilitate Their Meetings

Abstract

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Emergent Team Roles in Organizational Meetings: Identifying Communication Patterns via Cluster Analysis

“…Previous research on team interaction during meetings suggests linkages between behavioral patterns occurring in meetings and team members' satisfaction with the meeting process (Kauffeld & Lehmann-Willenbrock, 2012;Lehmann-Willenbrock et al, 2013). Moreover, emergent team roles could affect not only team members' satisfaction with their meetings but also the meeting outcome.…”

“…Meetings are a frequent organizational activity, with employees spending 6 hours per week, on average, in meetings (e.g., Cohen, Rogelberg, Allen, & Luong, 2011;Rogelberg, Leach, Warr, & Burnfield, 2006). Team meetings in particular have become an integral part of employees' work lives (e.g., Lehmann-Willenbrock, Allen, & Kauffeld, 2013). Team meetings are a key venue for observing team problem-solving processes (e.g., Kauffeld & Lehmann-Willenbrock, 2012), sensemaking activities (Baran, Shanock, Rogelberg, & Scott, 2012), and social dynamics in general (Meinecke & Lehmann-Willenbrock, 2015).…”

Dynamics of Resistance to Change: A Sequential Analysis of Change Agents in Action

“…This results in non-random behavioural patterns during interaction processes (Burgoon, Stern, & Dillman, 1995;Kiesler, 1996). Relatedly, research in the area of team interaction has shown that team members mututally trigger or shape each others' behaviours over time, in terms of sequential cycles or patterns of interaction (Kauffeld & Meyers, 2009;Lehmann-Willenbrock et al, 2013;Lehmann-Willenbrock et al, 2011;Stachowski et al, 2009). Although behavioural interaction processes and mutual influences in change agent-recipient interactions are largely unexplored to date, these previous findings suggest that change agents and recipients can trigger each other's behaviour over the course of their conversation, which can either encourage or discourage change.…”

“…Moreover, this approach offers exciting opportunities for scientific insights, such as identifying emergent interaction patterns (Lehmann-Willenbrock, Allen, & Kauffeld, 2013;Magnusson, 2000;Stachowski, Kaplan, & Waller, 2009), verbal behaviour shifts over time (Aharonovich, Amrhein, Bisaga, Nunes, & Hasin, 2008;Amrhein et al, 2003) or linguistic style matching between participants (Taylor & Thomas, 2008). In this study, an interaction analytical approach allows us to investigate behavioural interdependencies between change agents and recipients.…”

Dreamteam or Nightmare? Collaboration in Project Teams

“…For example, team members can take turns in team meetings to ensure that different opinions and ideas can be contributed and discussed freely (i.e. become group facilitators for their own meetings; see Lehmann-Willenbrock et al 2013a). The team as a whole can aim to create a positive meeting culture by allowing and considering emotional reactions and by exploring underlying problems.…”