The Cambridge Handbook of Meeting Science
Herausgeber: Allen, Joseph A.; Rogelberg, Steven G.; Lehmann-Willenbrock, Nale
The Cambridge Handbook of Meeting Science
Herausgeber: Allen, Joseph A.; Rogelberg, Steven G.; Lehmann-Willenbrock, Nale
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Spanning a variety of disciplines and topics, this Handbook offers the first comprehensive overview of the science behind workplace meetings.
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Spanning a variety of disciplines and topics, this Handbook offers the first comprehensive overview of the science behind workplace meetings.
Produktdetails
- Produktdetails
- Verlag: Cambridge University Press
- Seitenzahl: 808
- Erscheinungstermin: 29. September 2016
- Englisch
- Abmessung: 254mm x 178mm x 44mm
- Gewicht: 1489g
- ISBN-13: 9781107646940
- ISBN-10: 1107646944
- Artikelnr.: 47824652
- Verlag: Cambridge University Press
- Seitenzahl: 808
- Erscheinungstermin: 29. September 2016
- Englisch
- Abmessung: 254mm x 178mm x 44mm
- Gewicht: 1489g
- ISBN-13: 9781107646940
- ISBN-10: 1107646944
- Artikelnr.: 47824652
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.
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.
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.
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.