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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 (...) |
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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, (...) |
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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 (...) |
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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 (...) |
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In this article, we examine patterns of negotiation in multi-party decision making in social work. We draw on Strauss’ theory of negotiated order and a discourse analytical approach, seeking to gain insight into the complex accomplishment of making a decision in an inter-professional and multi-party setting. Working with data from 97 team meetings in a social work setting, we identify two patterns of negotiation in talk: expanding and postponing. ‘Expanding’ covers a group of interactional actions involving turn-taking and closure, while (...) |
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