This article examines verbal humour in routine interactions within professional workplaces, using material recorded in four New Zealand government departments. The problem of defining humour is discussed, followed by a brief outline of the theoretical models which underpin the analysis of the various functions which humour serves in professional organizations. Humour can express positive affect in interaction. It can also facilitate or `licence' more negative interpersonal communicative intent. While politeness theory can account for the former, as a means of expressing (...) collegiality at work, or de-emphasizing power imbalances, in its standard form politeness theory does not explain barbed, competitive or confrontational humour. For this it is necessary to look to `the dark side of politeness'. An alternative perspective thus examines the extent to which humour functions, especially in unequal encounters, as an acceptable strategy to help superiors maintain a position of power but also as a strategy used by subordinates to licence challenges to the power structures within which they operate, and as a legitimizing strategy in attempts at subverting the repressive or coercive discourse of superiors. (shrink)

Communication is an important component in the construction of workplace identities, including leader and group identities. Micro-level analysis of everyday workplace discourse provides valuable insights into the way leadership is constructed and how workplace culture is created, maintained, and changed. In this context, leaders and managers are inevitably significant and influential participants, with a crucial impact on workplace culture. Drawing on audio and video data collected in 12 meetings of an IT department, the analysis demonstrates ways in which two leaders, (...) who succeed each other in the role of Director, reinforce and shape the culture of the workplace in which they operate. While both leaders claim teamwork as an important cultural value for their teams, their respective instantiations of teamwork are rather different. To explore the leaders' effect on the culture of their department, this investigation of leadership change examines ways in which the leaders manage regular workplace meetings and how they contribute to workplace humour. The analysis provides detailed evidence of the ways in which a change in leadership style can create the conditions for a change in the culture of a community of practice. (shrink)

Workplace narratives are one means of satisfying the complex demands of identity construction at work. Following reference to the relevant literature, this article discusses the range of narratives identified in our extensive New Zealand corpus of workplace interactions, distinguishing between more socially-oriented ‘workplace anecdotes’, and more transactionally-oriented ‘working stories’. While both orientations are often relevant, the distinction is useful in examining how different types of narratives function in the construction of diverse facets of an individual's identity. In the final section, (...) one particular workplace narrative illustrates the complexities involved in accomplishing a narrative in a formal meeting, and the analysis explores how two members of a senior management team use the narrative to negotiate contrasting aspects of their professional and social workplace identities. (shrink)

Power in meetings may be enacted in many ways, ranging from democratic and collaborative through to authoritative and didactic, with the exact positioning on this continuum typically under the control of the chair. By contrast with the focus of most previous research on the behaviour of institutionally ratified chairs of intact teams, this paper examines how volunteer chairs of small focus groups in public meetings use the power associated with that role to manage the discussion and to encourage or discourage (...) explicit expression of disagreement. Our analysis identifies ways in which these arbitrarily assigned chairs influence and facilitate the small group discussions through a range of discourse practices. By separating the chair role from its typical co-occurrence with institutional hierarchy we are able to demonstrate the inherent influence and power of the position in the decision making process. (shrink)

The skills involved in contributing competently in workplace interaction include enacting attentive listenership and providing appropriate feedback to the talk of others. These sociopragmatic skills are often overlooked, and when non-native-like listener feedback does attract attention, cultural differences are commonly cited to account for differences observed. In this paper, we analyse data from recordings made by Chinese skilled migrants in New Zealand workplaces, focussing on their interactions with New Zealand mentors in authentic workplace encounters. We examine the range, frequency and (...) placement of minimal audible feedback in their workplace talk, including a discussion of repetition and collaborative completions. The analysis provides evidence that overall, these learners have acquired appropriate norms for listenership in the New Zealand workplace contexts in which they have been placed, and supports an explanation which focuses on the negotiation and development of interactional norms in the process of joining a new social group. (shrink)

This article explores the contributions that five different approaches to discourse analysis can make to interpreting and understanding the same piece of data. Conversation analysis, interactional sociolinguistics, politeness theory, critical discourse analysis, and discursive psychology are the approaches chosen for comparison. The data is a nine-minute audio recording of a spontaneous workplace interaction. The analyses are compared, and the theoretical and methodological implications of the different approaches are discussed.

The process of apprenticeship is one means of entering a new profession. Along with the technical skills entailed in learning a new job, apprentices need to acquire proficiency in appropriate ways of communicating in order to construct a convincing professional identity. Data collected on a New Zealand building site provides evidence of the extent of the situated learning in which building apprentices engage. Becoming an accepted member of the community of practice centrally involves learning to recognize and respond appropriately to (...) a wide range of differently encoded directives, for instance. But membership also entails developing an understanding of more subtle interactional norms, such as acceptable topics of small talk and appropriate forms and quantities of humour on the job. This article examines evidence that suggests these understandings develop gradually as apprentices move from peripheral to core status in their chosen professional community of practice. We also explore the implications of the analysis for a more nuanced understanding of the complexities of the community of practice framework. (shrink)