Mie Femø Nielsen

Interpretative Management in Business Meetings: Understanding Managers' Interactional Strategies through Conversation Analysis

Middle managers interpret experiences and observations of employees and relate them to organizational contexts, practices, and strategies. By analyzing authentic verbal communication between middle managers and employees, this article will draw five conclusions about how interpretational work support organizational goals and values: 1. Middle managers and employees collaborate in interpreting tasks in relation to organizational context; 2. This interpretative work is based on language acquisition: learning the vocabulary of the organization; 3. The managers articulate the process, explicitly defining reality and influencing language use; 4. Employees show expectation of having their experiences interpreted by managers; 5. Employees may challenge managers with competing interpretations. This article will contribute to the study of leadership communication by combining organization communication theory and conversation analytic methodology. The article shows important ways in which middle managers “do leadership”: by contextualizing employee actions and bringing employee perceptions in accordance with executive-level perceptions of organizational practices.

Using artifacts in brainstorming sessions to secure participation and decouple sequentiality

This article discusses ‘brainstorm’ interaction in a multimodal perspective. It shows how an innovation workshop facilitator is ‘doing facilitation’ by not only organizing group activities and managing turn-taking, but also drawing each group member out to participate actively and contribute to the group process. Institutional goals are transformed to individual conversational participation. Participants are helped to express their thoughts and engage in a social process of clarifying, developing and refining ideas. In the process the facilitator is socializing the participants into a particular participation framework, letting them collaborate in shaping a local community of practice. The facilitator is separating phases of activities to afford decoupling actions, creating specific local sequential environments for participants to produce particular kinds of talk, thus engaging a group of participants in a social process of collaborative idea development. The article will show how multimodal orientation to a range of semiotic resources (whiteboard, colored cards, speed markers, re-usable adhesive putty, body posture, gestures, gazes, pauses and talk) is used to manage topical talk, elicit talk from a particular person, manage speaker transition, secure progression and shifts, perform shift in participant identity and elicit talk performing particular social actions, explanations and accounts. A process is shaped in which collaboratively produced underspecified ideas are turned into ‘noticings’ in order to create slots for them to be explained and accounted for so that individual cognitive processes are made available for treatment in a social process of idea development, and selection of ideas is prioritized over discussion/rejection.

“Stepping Stones” in Opening and Closing Department Meetings

This article gives a canonical sequential analysis of openings and closings based on a corpus of department meetings. The first section of the article shows how opening a meeting constitutes a shift in turn-taking system. The second section identifies five techniques used in opening meetings. The third section identifies six techniques used in closing meetings. The final section of the article concludes how openings and closings mirror each other, with similar “stepping stones” to be “traveled”; and discusses the potential of this being a canonical and cross-cultural model. The study has implications for the community of conversation analysts, for business communication studies, and for practitioners.

The Risky Path to a Followership Identity: From Abstract Concept to Situated Reality

Followership research has increased recently, but little attention has been paid to the complexities and challenges of creating a followership identity. Researchers typically portray followership as a safe alternative to leadership identity, but we challenge this assumption by using naturally occurring workplace interactions to identify active contributions as well as risks associated with a follower identity. In this study, we use conversation analysis to examine how people collaboratively construct identities, and how identity development shapes and organizes interactions between people. The findings reveal the risks of misidentifying the task at hand, of being too authoritative, and of claiming too much knowledge. Also, our analyses highlight that leader and follower roles remain abstract in workplace interactions and, instead, people focus more on negotiated, task-oriented, practical identities.