A Conceptual Framework of How Meeting Mindsets Shape and Are Shaped by Leader–Follower Interactions in Meetings

In this conceptual paper, we define a person's meeting mindset as the individual belief that meetings represent opportunities to realize goals falling into one of three categories: personal, relational, and collective. We propose that in alignment with their respective meeting mindsets, managers use specific leadership claiming behaviors in team meetings and express these behaviors in alignment with the meeting setting (virtual or face-to-face) and their prior experiences with their employees. Employees’ responses, however, are also influenced by their meeting mindsets, the meeting setting, and prior experiences with their managers. The interplay between managers’ leadership claiming behavior and their employees’ responses shapes leader–follower relations. Embedded in the team context, the emerging leader–follower relations impact the meaning of meetings. We outline match/mismatch combinations of manager–employee meeting mindsets and discuss the influence that a manager and employee can have on each other's meeting mindset through their behavior in a meeting. Plain Language Summary Have you ever had the experience of entering a team meeting and quickly realizing that your idea of how the meeting conversation should be approached did not align with your boss's understanding of the meeting purpose? This is indeed a common experience in meetings between managers and their employees. While we understand much about the communication dynamics that occur in meetings, we know less about what motivates people to communicate in certain ways in meetings. In this conceptual paper, we classify people's understanding of meetings as being driven by one of three purposes: [1] to strategically position and promote themselves (which reflects a personal meeting mindset), [2] to shape collaborations and to ensure reciprocation (which reflects a relational meeting mindset), or [3] to strengthen the team identity and increase the willingness to go the extra mile for the team (which reflects a collective meeting mindset). Meeting mindsets shape how people enact their leader or follower role in meetings—that is, how a manager exhibits leadership and how employees react. However, managers’ and employees’ meeting mindsets may not necessarily match, which can trigger tensions and may ultimately change the way in which managers or employees define the meaning of meetings. Our research helps managers to comprehend the reasoning behind their own and other people's meeting behavior and may promote reflection on one's leadership approach, particularly in a team meeting context. It can also help employees to grasp the power they can have in terms of actively shaping their managers’ meeting mindsets.

Conclusion: A Turning Point for Liberal Democracy

Digital networks have unified contemporary geoculture around market expansion and the spectacle. The society of the selfie, as a sociotechnical complex that has emerged from the capitalist transformations since the 1980s, is the quintessence of a new structure for human relatedness. The introduction of new communication technologies always works in two directions at once—we become more connected in some ways, more alienated in others. The story of Web 2.0 and the discontents of the society of the selfie are, in this sense, a different genre of the same basic tendency. The society of the selfie is not the cause of this widespread immiseration, but it is historically inseparable from it, and in some significant ways contributes to the social changes and dislocations that authoritarian movements react against with their militant retrotopic visions. Yet the desire for progressive change to a more inclusive, egalitarian form of society is influenced by the same dislocations and crises that impact the authoritarians, in this case the cosmopolitans and anti-capitalists reacting not just against economic deprivation but also against a competitive, reified social world that has imposed rigid norms about work, strength, and individualism, while depriving them of belonging, cooperation, and ‘the good life’. If the society of the selfie favours threats that reify contemporary sociality and warp communication dynamics, it also feeds mechanisms of engagement and the production of new social ties, as well as new expectations for participation and empowerment in society.

How do patients and physicians communicate about hereditary angioedema in the United States?

Background Hereditary angioedema (HAE) is a rare disease that manifests as recurrent and debilitating angioedema attacks, significantly impacting patients’ quality of life. Objective To assess communication dynamics between patients with HAE and treating physicians and the impact this has on the treatment of HAE in the United States. Methods This observational study used an institutional review board–approved protocol to collect four sources of patient–physician communication data from the period between January 2015 and May 2017: in-office conversations between patients aged ≥18 years with HAE and physicians, follow-up dictations with physicians, telephone interviews with patients and physicians, and publicly available social media posts from patients. Participant language was qualitatively assessed and key communication elements and communication gaps identified. Results Twenty-five in-office conversations, 14 follow-up physician dictations, and 17 telephone interviews were conducted with a total of 29 unique patients, 4 caregivers, and 14 physicians. In-office conversations were generally physician-driven and focused primarily on symptom frequency, location, and severity; lexicon from both parties centered on “episodes” and “swelling.” During visits, impact on quality of life was not routinely assessed by physicians nor discussed proactively by patients; however, during telephone interviews and online, patients frequently described the multifaceted burden of HAE. Patients highlighted the difficulties they experience by using repetition, emphasis, and metaphors; they also varied the descriptors used for attacks depending on the communication goal. Physicians used intensifiers to emphasize the necessity of rescue medication access, whereas prophylactic treatments were positioned as an option for frequent or laryngeal attacks. Conclusion Vocabulary differences suggest that the full impact of HAE is not consistently communicated by patients to physicians during clinical visits, indicating the potential for misaligned understanding of disease burden. A patient-driven, rather than physician-driven approach to the discussions may elicit valuable information that could help to optimize treatment approaches.

Exploring internal organisational communication dynamics in the professional football industry

Purpose Relative to the increasing focus on organisations’ outward communication consistency and coherency, the internal communication taking place between different organisational functions is under-explored. The study aims to address the following two research questions: What form does cross-functional communication take within organisations? How do features of the communication work climate influence the form of cross-functional communication? Design/methodology/approach The study draws on qualitative data generated from semi-structured interviews with media and marketing managers from 33 professional football organisations operating in the English Premier League. Findings Thematic patterns between internal communication practices and different communication climates lead to the development of a new internal organisational communications typology, comprising: Type 1: collaborative symmetrical communication (cohesive climate); Type 2: unstructured informal communication (friendly climate); and Type 3: cross-functional silos (divisive climate). Originality/value Internal organisational communication practices are deemed fundamental to organisational success, yet there remains limited empirical evidence of the form such practices take or how they interact with features of an organisation’s communication climate. The study introduces a new internal organisational communications typology to develop and extend the theory and practice of internal marketing communications.

“Be Nice or Leave Me Alone”: An Intergroup Perspective on Affective Polarization in Online Political Discussions

Affective polarization—growing animosity and hostility between political rivals—has become increasingly characteristic of Western politics. While this phenomenon is well-documented through surveys, few studies investigate whether and how it manifests in the digital context, and what mechanisms underpin it. Drawing on social identity and intergroup theories, this study employs computational methods to explore to what extent political discussions on Reddit’s r/politics are affectively polarized, and what communicative factors shape these affective biases. Results show that interactions between ideologically opposed users were significantly more negative than like-minded ones. These interactions were also more likely to be cut short than sustained if one user referred negatively to the other’s political in-group. Conversely, crosscutting interactions in which one of the users expressed positive sentiment toward the out-group were more likely to attract a positive than a negative response, thus mitigating intergroup affective bias. Implications for the study of online political communication dynamics are discussed.

What can co-design contribute to Social Work with groups?

In this article, we present the basic features of co-design methodology and its application to group dynamics with the aim of broadening the theoretical debate in the field of social work with groups. In both self-help and goal-oriented groups, the group design and communication dynamics that emerge from within it are key elements to ensure their correct functioning and effectiveness. To this end, we propose ten recommendations for implementing co-design that could be useful in direct social work practice.

Dating Aggression and Observed Behaviors in a Nonconflictual Situation: The Role of Negative Anticipation

Past observational studies highlight meaningful behavioral differences between aggressive and nonaggressive couples during conflict interactions. However, research is needed on how aggressive couples communicate in other, nonconflictual interactional contexts. This study investigates how dating partners’ perpetration of physical aggression relates to observed behaviors during a laboratory-based discussion during which dating couples planned a date together. We also investigated whether negative anticipation of the upcoming discussion influences dating partners’ observed behaviors. Results showed that perpetration of dating aggression from one partner is linked to more negative behaviors from the other partner during the discussion. This association, however, is moderated by negative anticipation of the discussion; the link between aggression from one’s partner and negative behaviors is significant at high levels (+1 SD) but not at low levels (–1 SD)of negative anticipation. One’s own dating aggression also relates to fewer positive behaviors during the discussion. Findings suggest that couple aggression spills over to and potentially degrades the discussion of even nonthreatening, potentially enjoyable communications. Results also underscore negative anticipation of an interaction as a potential risky process that increases the likelihood of antagonistic exchanges between partners. The discussion addresses putative pathways between partner aggression and generalized communication patterns, and potential bi-directional effects with negative anticipation. We also discuss practical implications and targets of intervention to counteract the establishment of problematic communication dynamics in young couples.

Communication regarding adverse neonatal birth events: Experiences of parents and clinicians

Objectives Communicating with parents about adverse birth outcomes is challenging. We sought to describe attitudes and experiences of parents and providers regarding communication about adverse newborn birth events. Methods From 2011–2012, we conducted semi-structured in-depth interviews with parents who believed they had experienced an adverse birth-related neonatal outcome and focus groups with healthcare providers who have communicated with parents about adverse newborn birth events from three geographically diverse US academic medical centers. We conducted qualitative thematic analysis to identify key themes. Results Parents and providers described unique communication challenges around adverse neonatal outcomes in six categories: 1) High expectations for a positive delivery experience and the view that birth is a life event, not a medical encounter; 2) Powerful emotions associated with birth, amplified when an adverse event occurs; 3) Rapid changes when expectations for a normal birth take a sudden negative turn; 4) Family involvement adding complexity to communication; 5) Multiple patients and providers complicating communication dynamics with inter-professional teams seeking to coordinate information and care; and, 6) Concerns about litigation surrounding the birth experience. Strategies to educate parents and enhance communication were identified by both parents and providers. Conclusion Both parents and providers experience – and may suffer as a result of – communication challenges following adverse birth events affecting the newborn. Training and resources for this care environment are needed to meet parental, extended family, and provider expectations for communication when these events occur.

Factors Influencing Adjustment to Remote Work: Employees’ Initial Responses to the COVID-19 Pandemic

The COVID-19 crisis has disrupted when, where, and how employees work. Drawing on a sample of 5452 Finnish employees, this study explores the factors associated with employees’ abrupt adjustment to remote work. Specifically, this study examines structural factors (i.e., work independence and the clarity of job criteria), relational factors (i.e., interpersonal trust and social isolation), contextual factors of work (i.e., change in work location and perceived disruption), and communication dynamics (i.e., organizational communication quality and communication technology use (CTU)) as mechanisms underlying adjustment to remote work. The findings demonstrate that structural and contextual factors are important predictors of adjustment and that these relationships are moderated by communication quality and CTU. Contrary to previous research, trust in peers and supervisors does not support adjustment to remote work. We discuss the implications of these findings for practice during and beyond times of crisis.