A formally appointed group leaderneeds to be responsible for ensuring that his or her group successfully achieves the set discussion goals within a specified period. The failure of a leader in leadinghis group is due to various factors including from the aspect of communication. Third, the analysis indicates how the local moral orders of a small group are negotiated and constructed. Second, task positioning and the effects of the positioning negotiations are discussed, particularly, how positioning is connected to the progression of the meeting, to establishing the chair’s position as the facilitator, and to the negotiation of shared themes and concepts is shown.
First, the findings show how decision-making episodes consist of fluctuating storylines, how different positions are created, and how social positioning is connected to task positioning. The study presented here draws on transcribed material from four management board meetings of a Finnish public research institute, including a total of 18 decision-making episodes. Positioning theory aims to examine the discursive production of interpersonal positions that rely on the local moral orders of the interlocutors.
Specifically, it seeks to identify the key concepts that come into play when positioning theory is applied to analyze small-group interaction and small-group dynamics. This study introduces positioning theory in the analysis of small-group dynamics in joint decision-making episodes.
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