Five Ways to Open a Meeting

Is there a right way to open a business meeting? In “‘Stepping Stones’ in Opening and Closing Department Meetings,” recently published in the Journal of Business Communication, Mie Femø Nielsen of the University of Copenhagen highlights five techniques, arguing that because meetings are “interactional” achievements requiring intense collaboration, managers need to know which social actions are appropriate to take:

home_coverThis article gives a canonical sequential analysis of openings and closings based on a corpus of department meetings. The first section of the article shows how opening a meeting constitutes a shift in    turn-taking system. The second section identifies five techniques used in opening meetings. The third section identifies six techniques used in closing meetings. The final section of the article concludes how openings and closings mirror each other, with similar “stepping stones” to be “traveled”; and discusses the potential of this being a canonical and cross-cultural model. The study has implications for the community of conversation analysts, for business communication studies, and for practitioners.

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This entry was posted in Communication and tagged , , , , , , , , , by Cynthia Nalevanko, Editor, Management INK. Bookmark the permalink.

About Cynthia Nalevanko, Editor, Management INK

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 900 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, and Washington DC, our publishing programme includes more than 560 journals and over 800 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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