Cambridge Handbook of Meeting Science
Cambridge Handbook of Meeting Science
Allen, Joseph A.; Lehmann-Willenbrock, Nale; Rogelberg, Steven G.
Cambridge University Press
03/2017
808
Mole
Inglês
9781107646940
1520
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Part I. Introduction: 1. An introduction to The Cambridge Handbook of Meeting Science: why now?; 2. Exploring meeting science: key questions and answers; 3. Five theoretical lenses for conceptualizing the role of meetings in organizational life; Part II. Pre-Meeting Activities and Context: Meeting Setup: 4. Meeting preparation and design characteristics; 5. Meeting training: a suggestion; Meeting Composition: 6. How differences make a difference: the role of team diversity in meeting processes and outcomes; 7. Meetings across cultures: cultural differences in meeting expectations and processes; Pre-Meeting Communication: 8. So much more than 'chitchat': a closer look at pre-meeting talk; Macro Meeting Context: 9. Meetings all over the world: structural and psychological characteristics of meetings in different countries; 10. Organizational meeting orientation: the construct, scales and research propositions; 11. A systemic view of meetings - windows on organization collective minding; Part III. The Meeting Itself: Capturing and Understanding Dynamics and Processes of the Meeting: 12. Meetings as interactional achievements: a conversation analytic perspective; 13. Multimodal perspectives on meeting interaction: recent trends in conversation analysis; 14. Toward a theory of strategic meeting interaction; 15. Social dynamics at work: meetings as a gateway; 16. Social networks in meetings: how do people connect?; 17. Effective leader behaviors in regularly held staff meetings: surveyed vs videotaped and coded observations; 18. They meet, they talk ... but nothing changes: meetings as a focal context for studying change processes in organizations; 19. Relative status and emotion regulation in workplace meetings: a conceptual model; 20. Dynamic affect in team meetings: an interpersonal construct embedded in dynamic interaction processes; Tools and Models for Promoting Meeting Success: 21. Designing and executing effective meetings with codified best facilitation practices; 22. Finding the gorilla: the impact of complexity and diversity on meeting process; 23. Information utilization in meetings; 24. What is consensus and how is it achieved in meetings? Four types of consensus decision-making; 25. Creativity and meetings: do team meetings facilitate or hinder creative team performance?; Part IV. Special Types of Meetings: Post Event Meetings: 26. Debrief: the learning meeting; 27. Implementing after action review systems in organizations: key principles and practical considerations; Virtual Meetings: 28. Meeting organization strategy: the 'why' and 'how' of meetings with virtual presence; 29. The successful facilitation of virtual team meetings; Part V. Synthesis and Conclusion: 30. The science and practice of workplace meetings; 31. There's something about meetings: order and disorder in the study of meetings.
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Part I. Introduction: 1. An introduction to The Cambridge Handbook of Meeting Science: why now?; 2. Exploring meeting science: key questions and answers; 3. Five theoretical lenses for conceptualizing the role of meetings in organizational life; Part II. Pre-Meeting Activities and Context: Meeting Setup: 4. Meeting preparation and design characteristics; 5. Meeting training: a suggestion; Meeting Composition: 6. How differences make a difference: the role of team diversity in meeting processes and outcomes; 7. Meetings across cultures: cultural differences in meeting expectations and processes; Pre-Meeting Communication: 8. So much more than 'chitchat': a closer look at pre-meeting talk; Macro Meeting Context: 9. Meetings all over the world: structural and psychological characteristics of meetings in different countries; 10. Organizational meeting orientation: the construct, scales and research propositions; 11. A systemic view of meetings - windows on organization collective minding; Part III. The Meeting Itself: Capturing and Understanding Dynamics and Processes of the Meeting: 12. Meetings as interactional achievements: a conversation analytic perspective; 13. Multimodal perspectives on meeting interaction: recent trends in conversation analysis; 14. Toward a theory of strategic meeting interaction; 15. Social dynamics at work: meetings as a gateway; 16. Social networks in meetings: how do people connect?; 17. Effective leader behaviors in regularly held staff meetings: surveyed vs videotaped and coded observations; 18. They meet, they talk ... but nothing changes: meetings as a focal context for studying change processes in organizations; 19. Relative status and emotion regulation in workplace meetings: a conceptual model; 20. Dynamic affect in team meetings: an interpersonal construct embedded in dynamic interaction processes; Tools and Models for Promoting Meeting Success: 21. Designing and executing effective meetings with codified best facilitation practices; 22. Finding the gorilla: the impact of complexity and diversity on meeting process; 23. Information utilization in meetings; 24. What is consensus and how is it achieved in meetings? Four types of consensus decision-making; 25. Creativity and meetings: do team meetings facilitate or hinder creative team performance?; Part IV. Special Types of Meetings: Post Event Meetings: 26. Debrief: the learning meeting; 27. Implementing after action review systems in organizations: key principles and practical considerations; Virtual Meetings: 28. Meeting organization strategy: the 'why' and 'how' of meetings with virtual presence; 29. The successful facilitation of virtual team meetings; Part V. Synthesis and Conclusion: 30. The science and practice of workplace meetings; 31. There's something about meetings: order and disorder in the study of meetings.
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