Shared laughter as relational strategy at intercultural conflictual workplace interactions

2022 ◽  
Vol 188 ◽  
pp. 39-55
Author(s):  
Ping Du
2002 ◽  
Vol 12 (3) ◽  
pp. 263-277
Author(s):  
Yvette Ellis

Aspirated sounds placed in a stream of talk prior to the onset of laughter are oriented to by interactants as minimal-equivocal laugh particles. These particles are available to carry out various interactional tasks, signalling an opportunity for co-participants to co-ordinate their laughter, to join in an episode of shared laughter for example. They may also contribute to keying actions as non-serious.The analysis of data from my corpus of French talk-in-interaction has revealed several instances of a voiceless palatal fricative following a word-final high front vowed [i]. This sound will be shown to occupy interactional slots generally associated with minimal-equivocal laughter particles. From evidence of its placement in sequences of turns keyed as non-serious, accompanying dispreferred actions, and in a terminal position in interactional sequences, the voiceless palatal fricative will be shown to be oriented to by French speakers as a minimal-equivocal laugh particle.


1995 ◽  
Vol 14 (3) ◽  
pp. 324-336 ◽  
Author(s):  
Helen Mott ◽  
Helen Petrie

2017 ◽  
Vol 53 (2) ◽  
pp. 211-222 ◽  
Author(s):  
Sarah Ilott

This article uses readings of Mark Mylod’s Ali G Indahouse, Joe Cornish’s Attack the Block, and Chris Morris’s Four Lions to argue against a political trend for laying the blame for the purported failure of British multiculturalism at the hands of individual communities. Through my readings of these comic films, I suggest that popular constructions of “community” based on assumptions about cultural and religious homogeneity are rightly challenged, and new communities are created through shared laughter. Comedy’s structural engagement with taboo means that stereotypes which have gained currency through media and political discourse that seeks to demonize particular groups of young men (Muslims and gang members, for example) are foregrounded. By being brought to the forefront and exposed, these stereotypes can be engaged with and challenged through ridicule and demonstrations of incongruity. Furthermore, I suggest that power relations are made explicit through joking structures that work to include or exclude, meaning that the comedies can draw and redraw communities of laughter in a manner that effectively challenges notions of communities as discrete, homogeneous, and closely connected to cultural heritage. The article works against constructions of British Muslims as the problem community par excellence by using multicultural discourse to contextualize the representation of British Muslims and demonstrate how the discourse has repressed the role of political, social, and economic structures in a focus on “self-segregating” communities.


2021 ◽  
pp. 1-19
Author(s):  
Ross Carroll

This chapter talks about the utility of ridicule and how this can help in building community. It discusses John Hobbes' view of ridicule and refers to it as 'Hobbesian,' an understanding of laughter as an expression of prideful superiority. To look at ridicule through a Hobbesian lens is to call into doubt the very possibility of a safe or inoffensive jest. For Hobbes, then, the problem was not that the strong would constantly laugh at the weak but that vainglorious mockers would provoke angry retaliation from those whose dignity they managed to offend. The chapter also discusses the Shaftesburian view of ridicule as a contrast to the Hobbesian view. Shaftesburian laughter could be more easily shared in company without anyone present feeling slighted or diminished. No philosophy that grounded laughter in individual self-glory could account for how shared laughter forged friendship and conviviality. Ridicule, on this view, was effective against vice because, once exposed, vice naturally inspires contempt in anyone with an uncorrupted moral sense. For Shaftesburians, certain behaviours and traits were intrinsically ridiculous, meaning that any properly constituted mind should dismiss them with laughter once exposed. On the Shaftesburian view, the element of contempt that had been so central to the Hobbesian view could never be disavowed completely. On the contrary, it was from contempt that ridicule derived both its danger and its practical efficacy as an instrument of enlightenment. The chapter presents the argument that declaring ridicule uncivil is to deny its sociable and emancipatory potential.


2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Betsy Campbell

PurposeThis paper seeks to advance research into entrepreneurial uncertainty. Few researchers have attended to the endogenous means by which entrepreneurial teams account for uncertainty in context. This article begins to unpack the concept of uncertainty as an entrepreneurs’ phenomenon by investigating entrepreneurial teams’ situated ways of verbally attending to and accounting for uncertainty in their routine work.Design/methodology/approachThe study draws on the ethnomethodological traditions of Conversation Analysis and interaction order to analyze naturally occurring interactions that have been recorded by entrepreneurial teams in context. It considers entrepreneurial uncertainty as a matter that teammates draw upon and orient to in the process of their naturally occurring workplace interactions.FindingsFirst, it suggests that the endogenous means by which entrepreneurs recognize, account for, and respond to uncertainties is identifiable in a team’s naturally occurring conversations. It transforms entrepreneurial uncertainty as a matter of cognition into a matter of practice that is observable in the structure and order of authentic interaction. Second, it reveals the “epistemic engine” that entrepreneurial teams use to demonstrate greater or lesser levels of knowing and to move to closure that is not marked by the full elimination of uncertainties but by the establishment of a shared sense of not knowing.Practical implicationsBy adhering to the detailed interactional focus of Conversation Analysis, this article emphasizes the value that the structure and order of entrepreneurial conversations can offer to research on entrepreneurship as practice. It points to future research on matters of effectuation and expertise that will be relevant to scholars and educators of entrepreneurship. It also helps to bridge the gap between scholarly research and entrepreneurial work as experienced by practitioners.Originality/valueThis article shows the mundane verbal means by which entrepreneurs account for uncertainties in their everyday work. It reframes entrepreneurial uncertainty, transforming it from a matter of cognition to an accomplishment of practice. It suggests that entrepreneurial uncertainty is a practical matter that is recognized by and accounted for in the conversations of entrepreneurial teams in context.


2011 ◽  
Vol 31 ◽  
pp. 74-92 ◽  
Author(s):  
Jonathan Newton ◽  
Ewa Kusmierczyk

Workplace culture and organization are evolving as they adapt to globalization and rapid technological development. Likewise, the nature and role of workplace language and the literacy demands of work are changing in the face of increasingly multicultural workplaces and global communication networks. Among these changes, recent research has highlighted the role that informal modes of interpersonal communication play in the functioning of the modern workplace. Successful participation in such interactions is seen as not just a question of fitting in socially, but of doing work through talk. Ethnographic research in the workplace has stressed the importance of understanding language by viewing it within its social setting and understanding the interactional norms of particular communities of practice. Research into language programs for the workplace reflects this shift in emphasis. In contrast to research in the field of language for specific purposes on the specialized vocabulary and formal registers of particular professions, a growing body of research focuses on teaching and learning the language of routine workplace interactions. This article reviews current research into the nature of workplace language, noting in particular the contributions from ethnographic and language socialization research. It then discusses research into four aspects of the content of language programs for the workplace: employability skills, interpersonal communication, intercultural and critical language awareness, and teaching focused on the employment interview.


2019 ◽  
Vol 40 (6) ◽  
pp. 684-698
Author(s):  
Gregory A. Cranmer ◽  
Zachary W. Goldman ◽  
Jeffery D. Houghton

Purpose The purpose of this paper is to explore newcomers as active participants within their own socialization, through the influence of self-leadership on proactivity and subsequently organizational socialization and organizational commitment. Design/methodology/approach Data collected from 193 organizational newcomers (i.e. individuals within their first year at an organization) working in a variety of industries were examined within three serial mediation models in PROCESS. Findings The results of these analyses suggest that self-leadership influences organizational newcomers’ adjustment and subsequent commitment by assisting them in seeking organizational resources. Research limitations/implications This study answers calls to explore both the mediating mechanisms through which self-leadership processes influence organizational outcomes and the complex relationships between human workplace interactions and the proximal and distal outcomes of socialization. Practical implications The findings indicate that organizational stakeholders should enhance the self-leadership abilities of newcomer, thereby easing the socialization burden on organizations. Originality/value This paper offers a novel framework (i.e. self-leadership) for understanding newcomer socialization and provides an encompassing model that recognizes individual capacities, communicative behaviors, adjustment and subsequent organizational attitudes.


Author(s):  
Janet Holmes ◽  
Meredith Marra

AbstractDrawing on authentic workplace interactions, this paper examines the ways in which effective leaders use humor as a discursive resource to construct particular aspects of leadership style. The conventional wisdom in leadership studies suggests that humor is an important tool for “good” leaders who inspire and challenge their subordinates. The management studies literature suggests a basic distinction between a traditional transactional style, which is rule-driven and task focused, and a more favored transformational style, where leaders encourage creativity and innovation, and are characterized as inspirational. Using data collected in a range of New Zealand organizations, this paper explores and illustrates the wide range of functions served by humor, and the ways in which humor contributes to aspects of the construction of leadership styles. Our analysis supports recent proposals that many effective leaders combine aspects of both transactional and transformational styles of leadership.


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