Toward a Theory of Strategic Meeting Interaction

Beck, Stephenson J.; Paskewitz, Emily A.; Keyton, Joann; Allen, Joseph A.; Lehmann‐Willenbrock, Nale; Rogelberg, Steven G.

doi:10.1017/cbo9781107589735.014

Cited by 6 publications

(5 citation statements)

References 46 publications

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“…Further tests investigated whether these three codes were represented equally across the five meeting activities listed by Scheerhorn et al (1994). The codes were initially applied to topic changes throughout the meetings with separate codes applied to separate meeting activities within a topic (see Beck, 2008). A 5 meeting activity (information dissemination, problem-solving, coordination, affiliation, and motivation) × 2 IPA code (present, not present) χ 2 test of independence was computed for each of the three predominant relational IPA codes.…”

Section: Methodsmentioning

confidence: 99%

The influential role of relational messages in group interaction.

Keyton

Beck

2009

Group Dynamics: Theory, Research, and Practice

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Relational communication is often neglected in group interaction research; this study argues for a need to refocus our efforts on the relational dimension of group communication. Specifically, this article uses the Interaction Process Analysis (IPA) coding scheme to investigate implications of the relational communication model. Using sequences of talk in breast cancer support group interaction, the authors examine how task messages preceding and following relational messages in conjunction with the relational messages accomplish different relational (and task) goals. Results confirm earlier claims that relational influence stems from both task and relational messages. An examination of the overlapping nature of task and relational dimensions of communication, as well as the multidimensional nature of relational messages, is likewise explored.

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Section: Methodsmentioning

confidence: 99%

The influential role of relational messages in group interaction.

Keyton

Beck

2009

Group Dynamics: Theory, Research, and Practice

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“…Between meetings the enactment of the decisions made takes place as well as the gathering of novel important information for the next meeting ( van der Haar et al, 2014 ). This makes the meetings determine the temporality of the team ( Beck, Paskewitz, & Keyton, 2015 ). A meeting is defined as “a communicative event involving three or more people who agree to assemble for a purpose ostensibly related to the functioning of an organization or a group” ( Schwartzman, 1989 , p. 7).…”

Section: Emcc Teamsmentioning

confidence: 99%

Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams

Haar

Koeslag-Kreunen

Euwe

et al. 2017

Small Group Research

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Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.

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“…Fisher and Stutman (1987) noted that breakpoints were exemplars of the developmental process within a group. Others have similarly theorized that pivotal events could be vital in understanding communicative processes in subsequent meetings (Beck et al, 2015; Chiu, 2008). We are not suggesting that dissenters acquiesce to the group in every instance.…”

Section: Discussionmentioning

confidence: 99%

“…Process approaches are particularly useful for studying meetings because such approaches examine workgroup dynamics from a distinctively communication perspective (Beck et al, 2015). As previously stated, a process approach examines how one event leads to another event, so a process study of dissent in workgroup meetings would characterize the events after dissent, which could provide different views of group dissent than studies examining variables associated with each dissent occurrence in isolation.…”

Section: Organizational Dissent In Group Meetingsmentioning

confidence: 99%

“…Research in organizations has also linked opportunities to voice dissent with increased job satisfaction (Lutgen-Sandvik, Riforgiate, & Fletcher, 2011) and decreased turnover (Spencer, 1986). Additionally, dissent in organizational groups is particularly important given the critical role groups play in organizational processes (Beck, Paskewitz, & Keyton, 2015; Scott, Allen, Rogelberg, & Kello, 2015). Nevertheless, studies have demonstrated the difficulty in expressing opinions that contradict majority beliefs (Asch, 1956; Garner & Iba, 2015; Morrison & Miller, 2008).…”

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confidence: 99%

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Tabling, discussing, and giving in: Dissent in workgroups.

Garner

Ragland

2019

Group Dynamics: Theory, Research, and Practice

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Dissent is an integral part of decision making, and dissent processes may be particularly on display in workgroups in which group and organizational pressures intersect. The present study examined workgroup meetings in 3 organizations, focusing on how dissent influenced interactions that immediately followed the disagreement as well as how dissent shaped group meetings beyond those initial interactions. Immediately following dissent, groups typically tabled the dissenting member's concerns, either because the group could not resolve the dissent or because the group leader chose not to discuss the dissent further. A longer view of these meetings revealed phases of dissent interspersed within periods of focused work. These findings make 2 contributions to scholarship. First, much of the literature on organizational and group dissent focuses on variables that affect dissent, but the present study examines how one dissent event influences future events. These data revealed groups' keen awareness of past dissent as they expressed and responded to present dissent. Second, 2 breakpoints emerged as particularly important in the history of these groups, and those breakpoints revealed a dialectic mechanism that lay beneath dissent interactions. In one instance, managerialism seemed to subvert dissent, whereas in the other instance, a synthesis developed as the group developed new norms for interaction.

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Toward a Theory of Strategic Meeting Interaction

Cited by 6 publications

References 46 publications

The influential role of relational messages in group interaction.

The influential role of relational messages in group interaction.

Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams

Tabling, discussing, and giving in: Dissent in workgroups.

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