The engagement Graph

The Gothenburg Meeting Science Symposium

This paper belongs to Thematic Session 3 of the Gothenburg Meeting Science Symposium

Maarten Vanneste, Meeting Design Institute

Abstract 

There is a significant difference between a real experience and watching it on a small screen alone. Between these two extremes, there lies a whole range of online/virtual and Hybrid meeting formats. Each of these come with an increasing level of engagement which needs to be quantified in the coming years. This paper is an essay putting time and place in a graph that shows the different formats in a qualitative position of lower or higher engagement… Time and place of the real meeting (same time & same place) versus the engagement levels in other formats of ‘presentation consumption’ or ‘people meeting’. (…) Read more

Justifying State Violence

The Gothenburg Meeting Science Symposium

This paper belongs to Open Session 1 of the Gothenburg Meeting Science Symposium

David Gibson, University of Notre Dame (Sociology)

Abstract 

One thing people do in meetings, particularly important meetings, is justify decisions — including those lying in the past, when things have gone sour, and those lying in the future (and perhaps imminent). Particularly weighty are decisions made by political leaders, and arguably most weighty of all are decisions to use violence against foreign or domestic adversaries, if only because it is harder to undo violence than, say, to undo a tariff or a cut in entitlements.

This is a paper about how heads of state and their advisors justify violence to one another, drawing on data from several cases: Lyndon Johnson’s phone calls leading up to his decision to retaliate against North Vietnam for the (partly imagined) Gulf of Tonkin incident in August of 1964; Saddam Hussein’s discussions with his top advisers a few days before he ordered the invasion of Iran in September of 1980, setting off the eight-year Iran-Iraq War; the meeting of the Polish Politburo in December of 1981 from which emerged the authorization to impose martial law (a kind of gateweay to violence) in response to the challenge posed by Solidarity; and the deliberations of the Standing Committee of the Chinese Politburo during the student protests in the spring of 1989, which resulted in the imposition of martial law and, soon afterward, the bloody clearing of Tiananmen Square. (…) Read more

Examining Meetings, Context and Initiatives Promoting a Culture of Innovation and Entrepreneurship in the United Arab Emirates

The Gothenburg Meeting Science Symposium

This paper belongs to Thematic Session 2 of the Gothenburg Meeting Science Symposium

Gina Poncini, Khalifa University of Science and Technology (Humanities and Social Sciences)

Abstract:

This paper examines meetings and their context in the changing landscape of the United Arab Emirates. It explores ways to investigate the social, cultural and economic context of meetings, in particular team meetings, as the country experiences rapid change. Emirati females are entering the labor force in greater numbers and taking on new roles and leadership positions, encouraged by the government. Efforts to diversify the economy and decrease dependence on oil encompass a range of initiatives such as the Khalifa Fund, which aims to foster entrepreneurship among Emirati Nationals, and programs supporting Emirati participation in the private sector to decrease reliance on public sector jobs, considered unsustainable. (…) Read more

Meetings, fast and slow: How efficient is decision-making in social movement organizations?

The Gothenburg Meeting Science Symposium

This paper belongs to Thematic Session 3 of the Gothenburg Meeting Science Symposium

Hans Jonas Gunzelmann, Scuola Normale Superiore (Institute of Human and Social Sciences)

Abstract:

Social movement organizations (SMOs) embrace democratic modes of decision-making in their meetings, using either consensus or majority voting. Unlike in bureaucratic organizations, no individual has the power to impose a decision; all members participate in the process. For a long time, it has been common sense in organizational studies that horizontal decision-making leads to endless discussion, fights among participants, and ineffective use of resources. This reflects the long shadow of Max Weber and his claim that bureaucratic organizations produce the most efficient results. (…) Read more

A Fresh Look at the Number, Effectiveness, and Cost of Meetings in the U.S.

The Gothenburg Meeting Science Symposium

This paper belongs to Thematic Session 1 of the Gothenburg Meeting Science Symposium

Elise Keith, Lucid Meetings

Abstract:

At Lucid Meetings, we work to solve the “meeting problem” in the US. We sought statistics to help quantify this problem. How many meetings are people holding? How many of them are ineffective? What does all this wasted time cost? We found lots of numbers, but as we dug into the sources, we realized they were out of date. This paper details our attempt to uncover more modern metrics and the conclusions we reached after reviewing the available data from literature, industry surveys, and online demographic data sources. (…) Read more

The interactional use of sticky notes in business meetings and workshops

The Gothenburg Meeting Science Symposium

This paper belongs to Thematic Session 3 of the Gothenburg Meeting Science Symposium

Mie Femø Nielsen, University of Copenhagen (Department of Nordic Studies and Linguistics)

Abstract:

Sticky notes were invented by mistake by 3M. Dr. Spencer Silver accidentally created a “low-tack,” reusable, pressure-sensitive adhesive in 1968 when he was working on developing a super-strong adhesive. He promoted his “solution without a problem” within 3M both informally and through seminars and in 1974 his colleague, Art Fry, came up with the idea of using the adhesive to anchor his bookmark in his hymnbook and then developed the idea further with his team. (…) Read more

Process push-back: A grounded practical theory for facilitators facing challenges to the meeting design

The Gothenburg Meeting Science Symposium

This paper belongs to Thematic Session 3 of the Gothenburg Meeting Science Symposium

Leah Sprain, University of Colorado Boulder (Communication)

Abstract 
Within the meetings literature, ‘facilitator challenges’ often references difficult situations that facilitators must navigate, such has dominating participants, minimal participation, disrespect, and conflict. This paper takes on a related type of facilitator challenge: moments when participants challenge the meeting design or group process implemented by the facilitator. In, particular, I consider process push-back within public meetings with deliberative designs where a facilitator guides a small group of six to nine participants in deliberative discussion (Gastil & Black, 2008). Rather than presume that these challenges are inappropriate or out of line, this paper turns to social interaction during actual meetings to develop practical theory for handling process push-back given the potential that such push-back may actually be an important form of furthering democratic values. (…) Read more

Faultlines in Meetings – Analyzing Subgroup Structures in Team Discussions

The Gothenburg Meeting Science Symposium

This paper belongs to Thematic Session 2 of the Gothenburg Meeting Science Symposium

Julia Straube, Technische Universität Braunschweig (Industrial/Organizational and Social Psychology)

Abstract 
Communication is essential to team performance (Hewes & Poole, 2012). Especially in team meetings, team members need to communicate effectively to share and understand information and to fulfill a common task successfully (Kauffeld & Lehmann-Willenbrock, 2012). Demographic faultlines — hypothetical dividing lines that separate a group into more or less homogeneous subgroups (Lau & Murnighan, 1998; Meyer & Glenz, 2013) — can hinder information exchange between subgroups in teams, as team members tend to be more open to communication with their own subgroup (van Knippenberg, de Dreu, & Homann, 2004; Vora & Markóczy, 2012). (…) Read more

Meeting in brackets

The Gothenburg Meeting Science Symposium

This paper belongs to of the Gothenburg Meeting Science Symposium

Sophie Thunus, University of Liège (Sociology of organisations and institutional systems)

Abstract 
Meetings are brackets in ongoing social processes and traditional contexts of action as organisations and institutions. Meetings oblige people to stop performing activities they feel to be the core of their work and leaving the organisations they work in, to move elsewhere and engage in interactions with different kinds of people. Meetings thus induce movements, displacements and some kind of separations between what happen into the meeting frame (into brackets) and the outside environment.
Does it mean that meeting actions and interactions are independent from the meeting’s environment? (…) Read more

The Role of Network Positions and Team Interaction Processes on Initial Trust Formation in Meetings

The Gothenburg Meeting Science Symposium

This paper belongs to Thematic Session 3 of the Gothenburg Meeting Science Symposium

Lisa Handke, Technische Universität Braunschweig (Industrial/Organizational and Social Psychology)

Abstract 
Due to a lack of contextual cues and socio-emotional interactions, virtual teams depend on the development of swift trust (e.g., Brahm & Kunze, 2012; Jarvenpaa & Leidner, 1999). Swift trust, in turn, is based on individual expectations which are tested and proven through actions at early stages of team development (Meyerson, Weick, & Kramer, 1996). Furthermore, initial trust formation strongly relies on attribution processes. Central to attributions of trustworthiness is perceived ability (Mayer, Davis, & Schoorman, 1995). Competence, i.e. (…) Read more