Book contents
- The Cambridge Handbook of Meeting Science
- The Cambridge Handbook of Meeting Science
- Copyright page
- Dedication
- Contents
- Tables
- Figures
- Contributors
- Book part
- Part I Introduction
- Part II Premeeting Activities and Context
- Part III The Meeting Itself
- Capturing and Understanding Dynamics and Processes of the Meeting
- 12 Meetings as Interactional Achievements
- 13 Multimodal Perspectives on Meeting Interaction
- 14 Toward a Theory of Strategic Meeting Interaction
- 15 Social Dynamics at Work
- 16 Networks in Meetings
- 17 Effective Leader Behaviors in Regularly Held Staff Meetings
- 18 They Meet, They Talk…but Nothing Changes
- 19 Relative Status and Emotion Regulation in Workplace Meetings
- 20 Dynamic Affect in Team Meetings
- Tools and Models for Promoting Meeting Success
- Part IV Special Types of Meetings
- Part V Synthesis and Conclusion
- Book part
- Author Index
- Subject Index
- References
16 - Networks in Meetings
How Do People connect?
from Capturing and Understanding Dynamics and Processes of the Meeting
Published online by Cambridge University Press: 05 August 2015
- The Cambridge Handbook of Meeting Science
- The Cambridge Handbook of Meeting Science
- Copyright page
- Dedication
- Contents
- Tables
- Figures
- Contributors
- Book part
- Part I Introduction
- Part II Premeeting Activities and Context
- Part III The Meeting Itself
- Capturing and Understanding Dynamics and Processes of the Meeting
- 12 Meetings as Interactional Achievements
- 13 Multimodal Perspectives on Meeting Interaction
- 14 Toward a Theory of Strategic Meeting Interaction
- 15 Social Dynamics at Work
- 16 Networks in Meetings
- 17 Effective Leader Behaviors in Regularly Held Staff Meetings
- 18 They Meet, They Talk…but Nothing Changes
- 19 Relative Status and Emotion Regulation in Workplace Meetings
- 20 Dynamic Affect in Team Meetings
- Tools and Models for Promoting Meeting Success
- Part IV Special Types of Meetings
- Part V Synthesis and Conclusion
- Book part
- Author Index
- Subject Index
- References
Summary
Meetings are not static events, but instead are dynamic in nature. The course of the meeting is affected by participants' responses to one another. In this chapter, we argue that these responses among meeting participants can be understood as ties in an interaction network. This network perspective to meeting interaction allows us to focus on the relationships and connections between meeting participants who are embedded in a web of interrelations. Social network analysis helps us systematically uncover these connections. By applying social network analysis to meeting interaction, we take into account the relational nature of social interaction and use a structural perspective to meeting interaction. In this chapter, we introduce the central principles of the network perspective and explain how meetings can be conceptualized as social networks. Next, we focus on typical social network measures and explore how these network measures can be applied to meeting interaction. We further provide a detailed example to showcase how social network analysis can be applied to real team meeting data. We close this chapter by discussing the benefits and challenges of using social network analysis in team meetings.
- Type
- Chapter
- Information
- The Cambridge Handbook of Meeting Science , pp. 357 - 380Publisher: Cambridge University PressPrint publication year: 2015
References
- 4
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