It is no longer a secret that meetings are essential for teams to work productively and goal- orientated (Kauffeld & Lehmann-Willenbrock, 2012, p. 131) and therefore are essential for the growth and success of a company.
Depending on the form of relationship two people share their social interactions will vary in an either positive or negative direction (August & Rook, 2013).
Kauffeld and Lehmann-Willenbrock (2012, p. 137) hypothesized that “positive socioemotional statements will be positively linked to team success” while “negative socioemotional statements will be negatively linked to team success.
Deidre Boden, who has “written extensively about meetings” (Asmuss & Svennevig, 2009, p. 9), defines the term meeting in the following way:
“a planned gathering, whether internal or external to an organization, in which the participants have some perceived (if not guaranteed) role, have some forewarning (either longstanding or quite improvisational) of the event, which has itself some purpose or “reason,” a time, place, and, in some general sense, an organizational function.” (Boden, 1994, p. 84)
This quote intends to list the main characteristics of a meetings, which are its organisational background, the role of the participants and a certain place and time frame.
Asmuss, B., & Svennevig, J. (2009). Meeting Talk: An Introduction. Journal of Business Communication, 46(1), 3–22. https://doi.org/10.1177/0021943608326761
August, K. J., & Rook, K. S. (2013). Social Relationships. In M. D. Gellman & J. R. Turner (Eds.), Springer reference. Encyclopedia of behavioral medicine (pp. 1838–1842). New York: Springer. https://doi.org/10.1007/978-1-4419-1005-9_59
Boden, D. (1994). The business of talk. Organizations in action.
Kauffeld, S., & Lehmann-Willenbrock, N. (2012). Meetings Matter. Small Group Research, 43(2), 130–158. https://doi.org/10.1177/1046496411429599