Enacting the Roles of Boss and Employee in German Business Meetings

This book investigates how participants in German business meetings collaborate to talk this speech exchange system into existence. Using the methodology of conversation analysis, the study describes how participants in meetings perform different social roles, specifically, focusing on ways in which the enactment of doing-being-boss and doing-being-employee depends upon a moment-by-moment collaboration between all participants. In its description of how participants enact these social roles through talk-in-interaction, the book also incorporates systematically embodied actions into the analysis of business meetings. Chapter Two situates this project within existing studies on business meetings, and introduces the research methodology of conversation analysis, while Chapter 3 examines all uses of the particle ok in German business meetings, arguing that certain uses of ok relate to enacting the social role of doing-being-boss. Chapter 4 then investigates the practice of how employees produce extended reports about ongoing projects. In discussing the social role of doing-being-employee, it compares the practice of story-telling in ordinary conversation to that of producing reports during German business meetings. Moreover, Chapter 5 problematizes the notion of pre-assigned social roles. Using the concept of zones of interactional transition, it discusses instances where employees question the role of the meeting facilitator, chairperson, and boss. In analyzing the interactional fallout in these examples, it offers additional evidence that social roles such as boss represent a social construct which depends on a constant co-construction of this role. Finally, the conclusion situates the studys findings within the field of institutional talk.