The Conjoint Co-constituting Model of Communicating

Communicating & Relating ◽

10.1093/oso/9780190210199.003.0003 ◽

2020 ◽

pp. 44-112

Author(s):

Robert B. Arundale

Keyword(s):

Social Systems ◽

Empirical Support ◽

Temporal Sequence ◽

Everyday Talk

Chapter 3 introduces a fourth commitment regarding temporal sequence, and a number of essential concepts, including Communicating & Relating’s key distinction between provisional and operative interpretings. The Conjoint Co-constituting Model is framed from the perspective of the participants, as an account of how human communicating generates the non-additive properties that characterize social systems. The conjoint co-constituting conceptualization of communication departs from the closely related interactional achievement conceptualization because the latter does not account for non-additivity. Conjointly co-constituting operative interpretings of action and meaning of everyday talk and conduct does not create “intersubjectivity.” The basic triadic or three-position organization of conjoint co-constituting finds empirical support in a range of studies of everyday interacting, and is key to distinguishing between “communicating” and “communication.”

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Communicating & Relating

10.1093/oso/9780190210199.001.0001 ◽

2020 ◽

Author(s):

Robert B. Arundale

Keyword(s):

Human Life ◽

Social Systems ◽

Human Interaction ◽

Communicative Interaction ◽

Human Relationships ◽

The Social ◽

Language And Social Interaction ◽

Everyday Talk ◽

The Individual ◽

New Research

Communicating & Relating offers an account of how relating with one another emerges in communicating in everyday interacting. Prior work has indicated that human relationships arise in human communicating, and some studies have made arguments for why that is the case. Communicating & Relating moves beyond this work to offer an account of how both relating and face emerge in everyday talk and conduct: what comprises human communicating, what defines human social systems, how the social and the individual are linked in human life, and what comprises human relating and face. Part 1 develops the Conjoint Co-constituting Model of Communicating to address the question “How do participants constitute turns, actions, and meanings in everyday interacting?” Part 2 argues that the processes of constituting what is known cross-culturally as “face” are the processes of constituting relating, and develops Face Constituting Theory to address the question “How do participants constitute relating in everyday interacting?” The answers to both questions are grounded in evidence from everyday talk and conduct. Communicating & Relating is an invitation to engage its alternative account in research on communicating, relating, and face in language and social interaction. Like other volumes in the Foundations of Human Interaction series, Communicating & Relating offers new perspectives and new research on communicative interaction and on human relationships as key elements of human sociality.

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Conjoint Co-constituting, Constituting Face, and Future Research

Communicating & Relating ◽

10.1093/oso/9780190210199.003.0011 ◽

2020 ◽

pp. 392-400

Author(s):

Robert B. Arundale

Keyword(s):

Social Systems ◽

Social Practices ◽

Future Research ◽

Everyday Talk

Communicating & Relating’s account departs from other accounts: it offers a new, empirically grounded model of human communicating in everyday talk and conduct, as the emergent processes that generate non-additive social systems, in which what is individual is enmeshed dialectically with what is social. These three departures provide the bases for a fourth departure: a new theory of human relating as persons constituting face as they engage social practices in connecting with and separating from one another in everyday interacting. Chapter 11 examines what is entirely new in Communicating & Relating, with no counterpart, what has been reframed, what has been avoided or eliminated, and what can be done and needs to be done in future research.

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Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

Perspectives on Administration and Supervision ◽

10.1044/aas21.1.9 ◽

2011 ◽

Vol 21 (1) ◽

pp. 9-17

Author(s):

Patrick R. Walden

Keyword(s):

Organizational Change ◽

Health Care Organizations ◽

Social Power ◽

Social Systems ◽

Front Line ◽

Organization Level ◽

Speech Language Pathologist ◽

Constant State ◽

Theories Of Change ◽

Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

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South Asian Stories: Firsthand Client Perspectives on Barriers to Accessing Speech-Language Pathology Services

Perspectives on Communication Disorders and Sciences in Culturally and Linguistically Diverse Populations ◽

10.1044/cds19.1.29 ◽

2012 ◽

Vol 19 (1) ◽

pp. 29-36 ◽

Cited By ~ 6

Author(s):

Nidhi Mahendra

Keyword(s):

South Asian ◽

Empirical Support ◽

Communication Disorders ◽

Speech Language Pathology ◽

Client Experiences ◽

Individual Interviews ◽

Timely Access ◽

Phenomenological Perspective ◽

Case Vignettes ◽

Language Pathology

This article details the experience of two South Asian individuals with family members who had communication disorders. I provide information on intrinsic and extrinsic barriers reported by these clients in responses to a survey and during individual ethnographic interviews. These data are part of a larger study and provide empirical support of cultural and linguistic barriers that may impede timely access to and utilization of speech-language pathology (SLP) services. The purpose of this article is to shed light on barriers and facilitators that influence South Asian clients' access to SLP services. I provide and briefly analyze two case vignettes to provide readers a phenomenological perspective on client experiences. Data about barriers limiting access to SLP services were obtained via client surveys and individual interviews. These two clients' data were extracted from a larger study (Mahendra, Scullion, Hamerschlag, Cooper, & La, 2011) in which 52 racially/ethnically diverse clients participated. Survey items and interview questions were designed to elicit information about client experiences when accessing SLP services. Results reveal specific intrinsic and extrinsic barriers that affected two South Asian clients' access to SLP services and have important implications for all providers.

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Capturing the Four-Phase Team Adaptation Process With Behaviorally Anchored Rating Scales (BARS)

European Journal of Psychological Assessment ◽

10.1027/1015-5759/a000503 ◽

2020 ◽

Vol 36 (2) ◽

pp. 336-347

Author(s):

Eleni Georganta ◽

Felix C. Brodbeck

Keyword(s):

Rating Scales ◽

Empirical Support ◽

Team Development ◽

Adaptation Process ◽

Adaptation Studies ◽

Team Processes ◽

Team Adaptation ◽

The Common ◽

Acceptable Reliability ◽

Adaptation Phase

Abstract. As a response to the lack of quantitative and reliable measures of the team adaptation process, the aim of the present study was to develop and validate an instrument for assessing the four phases of the team adaptation process as described by Rosen and colleagues (2011) . Two trained raters and two subject matter expert groups contributed to the development of four behaviorally anchored rating scales (BARS) that span across the spectrum of team processes involved in each team adaptation phase. To validate the four BARS, two different trained raters assessed independently the team adaptation phases of 66 four-person teams. The validation study provided empirical support for the BARS’ psychometric adequacy. The BARS measures overcame the common middle anchor problem, showed sensitivity in differentiating between teams and between the four phases, showed evidence for acceptable reliability, construct, and criterion validity, and supported the theoretical team adaptation process assumptions. The study contributes to research and praxis by enabling the direct assessment of the overall team adaptation process, thereby facilitating our understanding of this complex phenomenon. This allows the identification of behavioral strengths and weaknesses for targeted team development and comprehensive team adaptation studies.

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