A shift from top-down, hierarchical decision-making toward collaborative, consensus-oriented decision-making is taking place across many settings, leading to meetings in which diverse participants seek to reach agreement on issues of significance. This article proposes a new approach to analyzing such meetings that integrates conversation analysis and issue framing. While CA and IF have both been applied to collaborative decision-making, each approach, on its own, suffers from significant limitations. Combined, they allow negotiation talk in meetings to be examined holistically, integrating a (...) consideration of both process and content. New relationships among interactional sequences and framing processes are revealed, leading to the discovery of patterns across the decision-making activity as a whole. These patterns, in turn, can be situated in the context of the institutions within which the negotiations take place. This novel integrative approach is illuminated through application to a 162-turn decision-making activity. (shrink)

Performance appraisal interviews are carried out on the basis of known-in-advance written materials such as preparation forms and interview guides. This article demonstrates how participants manage interviews by following a question–answer–response format fit to address interview guide entries one at a time. Two recurring supervisor responses to employees’ talk about problems in work are investigated: positive prediction and advice. It is suggested that these responses serve to establish supervisor authority and deter participants from discussing issues raised in employee answers and (...) thus go against norms emanating from literature on management communication. Results obtained in interviews are put down in writing along the way and subsequently summarized in documents to be signed by both participants, that is, employee and supervisor. The article demonstrates how participants use positive prediction and advice to coordinate talk-in-interaction with handling written materials and note taking, as well as formulating conclusions suitable for writing. The analyses shed light on how talk in an institutional context becomes a middle-medium, that is, a bridge between writings, and how this process is accomplished in turn-taking procedures. (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)

This study investigates rehabilitation team members’ interactive accomplishments of their domains of work and responsibility in rehabilitation team conferences in Japan. A combination of membership categorization analysis and sequential analysis is adopted to systematically illustrate the situated productions of professional sense-making practices. Analysis focuses on the segment in which a physician asks a series of questions regarding a patient’s functional status and disability coded in the functional assessment record (FAR). A close examination of data shows that a physician does not (...) always choose a respondent with his or her gaze when asking a question because s/he is continuously reading the FAR displayed on a computer screen. Despite this, a physician’s mention of a topic generates a professional’s domain of work and responsibility in a local division of labor which is used by members to assume who the relevant categorial respondent is. Further, members demonstrate these assumptions by shifting their gazes toward the computer screen, back to the document on the desk, and turning toward co-participants, thus embodying professional roles and responsibilities in situ. This study utilizes the analyst’s ethnographic understanding of the routines and division of labor at the rehabilitation ward as a resource to explicate professional sense-making practices, thus utilizing Garfinkel’s ethnomethodological studies of work. Together with sequential and categorial resources offered by Sacks, this study elucidates inferences and normative expectations which rehabilitation team members bring together to reproduce the endogenous logic of rehabilitation culture in actual occasions of the institutional life. (shrink)

Recent constructions view leadership as a process of social influence which coordinates processes of change. Moreover, such processes are not necessarily linked to role hierarchy but may be emergent and distributed within teams. However, the micro-processes through which this occurs are not well understood. The significance of the article lies in its contribution to an understanding of the emergence of leadership in teams, and in particular how humour and laughter are drawn on as a resource by which to exert social (...) influence. Here, we use the construct of the play frame, ‘non-serious’ talk in which participants jointly construct extended humorous sequences as improvisations, to analyse how team members manoeuvre in order to accomplish influence, decision-making and leadership. In taking this approach, we are not concerned with considerations of how managers use jokes to exercise control, or workers use humour to subvert management. Rather, we examine how humour, and particularly the laughter it engenders, can contribute to an understanding of organisations as centred on communication and founded on the precept that organisations are ‘talked into being’. We show how talk in a play frame institutes a context which can be utilised by participants to exert influence, and we demonstrate the highly contingent and contextual nature of the emergence of leadership within teams. (shrink)