This article addresses the epistemic domain of adult make-believe activities in innovation workshops. In particular, we demonstrate how adults initiate imaginary transformations of objects while displaying an orientation to a general order of make-believe in which everyone has equal epistemic rights, and how this can be displayed both verbally and nonverbally. This distribution of equal rights is only overridden by external or locally derived roles, and once invoked they override the general preference for epistemic symmetry, after which interlocutors orient to (...) establishing epistemic congruence, despite the obvious presence of epistemic asymmetry. (shrink)

Organisational planning processes often materialise as a series of meetings, where the future of the organisation is jointly discussed and negotiated as a part of local decision-making sequences. Using conversation and discourse analytical approaches, this article investigates how proposals concerning the future can also be resisted by employing a specific device, a conditional construction. The data for the study originate from a city organisation, whose customer services are being developed. The results show how the conditional constructions work in two interrelated (...) ways. First, by introducing a problematic hypothetical situation, they outline the undesirable consequences of the proposed idea in real work life. Second, by highlighting the experience of the customer, they present the organisation as benefitting from the potential rejection of the idea. The article discusses the implications of the results for the study of proposal and decision-making sequences in longitudinal, multisemiotic discursive processes. (shrink)

This paper investigates how talk and practical action are coordinated during one type of activity involving professional communication: the service-­assessment sequence in hair salons. During this activity, a practical inspection of the haircut must be coupled with sequentially produced verbal acts. Our analysis of four examples reveals that there is no fixed relationship between the organization of talk and practical action. Instead, people manipulate this relationship on a moment-by-moment basis, often coordinating the two into a single, integral package, or relying (...) on one stream of action to achieve progress in the other. These findings imply that some multimodal activities that are brought into alignment may have their own, separate and independent procedural logic and sequencing patterns and that these can be brought into play to create or deal with constraints in each other. (shrink)

In this article, we focus on problem solving talk in the business meeting event. We zoom in on the processes of formulating, negotiating and ratifying an issue as a problem, and we argue that individuals negotiate their stances in relation to their perceived/projected professional roles. The processes of problem-solving are, simultaneously, processes of self/other positioning. We take an Interactional Sociolinguistic perspective and draw on audio-recorded meeting talk collected in a multinational corporate workplace. Our analysis shows that interactants draw on issues (...) of accountability, perceived/projected responsibilities and expertise in pursuit of their own interactional agenda in the problem-solving meeting. We close the article with directions for further research. (shrink)

The paper contributes to previous studies of identity as locally and interactionally produced by pointing to some of the multimodal resources employed by participants to achieving, challenge and manage the professional identity of ‘leader’ in different workplace settings. We examine professional identity work in sequential environments where it provides a resource for handling the resistance to improvement displayed by another participant. We show how leader identity work gets embedded within a four-part structure of: identifying a problem, proposing improvements, misaligning with (...) others’ proposals, and managing the misalignment. The paper is based on video ethnographic fieldwork and recordings of face-to-face institutional interaction at two different institutional settings in Denmark. The study provides insight about the role of identity work in the interactional achievement of institutional procedures. (shrink)

This article studies the formats Do we X, Should/Shall we X, and Let’s X in order to deepen our understanding of face-to-face collaborative interactions at the computer. We use 6 hours of data of university students collaborating in British and American English, and our methodology is Conversation Analysis. We demonstrate that the participants display and orient to the immediacy/remoteness of the task, as well as their entitlement to carry out the proposed task, when they put forward a proposed action. To (...) do so, they use specific formats, specific verbs, and display specific tasks depending on their needs, emerging from the unfolding of the collaboration. We argue that collaboration is not only a matter of organising the accomplishment of a set of tasks, but also of displaying what kind of task is being proposed, and to what extent the speaker is entitled to the proposed task. (shrink)

This article explores how leadership is done in a ‘leaderless’ team. Drawing on a corpus of more than 120 hours of audio-recorded meetings of different interdisciplinary research groups and using a discourse analytic framework and tools, we examine how leadership is enacted in a team that does not have an assigned leader or chair. Our specific focus is the discursive processes through which team members conjointly solve disagreements and negotiate consensus – which are two activities associated with leadership. More specifically, (...) we analyse how meaning is collaboratively constructed and how team members arrive at a solution in those instances where there is some kind of disagreement, or even conflict, among team members. This discourse analytic study thus contributes to leadership research in two ways: i) by exploring some of the discursive processes through which leadership is actually performed in a ‘leaderless team’; and ii) by looking at a largely under-researched leadership constellation, namely distributed leadership. We thereby illustrate some of the benefits that discourse analytical approaches offer to an understanding of the specific processes that are involved in the complexities of leadership performance. (shrink)