Nõupidamised on ühest küljest organisatsioonilise igapäevaelu osa ning võiks arvata, et tegu on millegi hästi väljaarendatud ja organisatsiooni eesmärke kandva süsteemiga. Aga võta näpust. Minuni jõudvad praktikad nõupidamistest on sageli üsna üllatavad. Ei ole harvad nõupidamised, kus ei ole sedagi aru saada, mis on nõupidamise eesmärk või teema. Viimane on küll sageli märgitud, kuid avalikes organisatsioonides kajastatakse nõupidamise teemat sageli normaalse mõistuse kohaselt (mis see on?) äraspidiselt. Nimelt ei tähista nõupidamise pealkiri sageli seda, millega on tegemist, vaid seda, milline on sobiv pealkiri rahandusosakonnale ja võimaldab “raha maha kanda”.

Siinviidatud vabalevis olev tekst leidiski oma koha lisaks artikli enda kesksetele fookustele põhjusel, et sisaldab hulgaliselt viiteid asjakohasele erialakirjandusele (nt viide taksonoomiale) ja võiks seega huvi pakkuda väga avarale lugejaskonnale.

Kontekstiks:

Workplace meetings are such ubiquitous communication events in modern organizations that they shape the day-to-day realities of employees and management.

Formaalne-mitteformaalne:

While the formal organization is recorded in organization charts and establishes clear lines of communication, “the informal organization consists of spontaneous, emergent patterns that result from individuals’ discretionary choices” (Kurland & Pelled, 2000, p. 427; see also Stohl, 1995).

Nõupidamised, kui süsteem või juhuslikud sündmused:

Specifically, as highlighted by Duffy and O‘Rourke (2015), “an often neglected aspect of meetings [is] the way in which meetings relate to each other as collective rather than isolated episodes of interaction” (p. 223).

Autorid väidavad:

We argue that is time to expand the focus of meeting science to include the MATM. Consequently, with this article, we offer a first attempt to conceptualize the MATM and the role it plays in the overall group and organizational context.

Nõupidamised peale nõupidamist – tähendus siinses artiklis:

To guide this article, we define the MATM as an unscheduled, informal, and con fi dential communication event that arises as a consequence of a previous formal meeting and is initiated by a subset of the participants who attended the original meeting.

Usalduslik keskkond:

Accordingly, the MATM allows participants to share their knowledge in a safe, confidential, and less hierarchical setting and, if necessary, contribute thoughts and opinions they did not feel comfortable sharing in the original formal meeting (see also Morrison, 2014). […] Therefore, the MATM has been described as a context “where people share their opinions with trusted others” (Dores Cruz et al., 2021, p. 13).

Tähenduse loomise areen:

Accordingly, the MATM provides a space where participants make sense of affective reactions that were triggered by the preceding formal meeting, helping them to regain control over the situation and adjust future behavior.

Lugemishuvi suurendamiseks:

Thus, rather than viewing the MATM as something unwanted that should best be discouraged or silenced, the MATM can be a valuable warning sign for managers.

Meinecke, A. L., & Handke, L. (2022). The meeting after the meeting: A conceptualization and process model. Organizational Psychology Review. https://doi.org/10.1177/20413866221097409