| Abstract: | Drawing on a wider ethnographic study of cross-cultural interaction in a Papua New Guinean tertiary institution, this paper examines the interactions occurring in staff meetings. While the cross-cultural context is important, there are patterns here that are illuminating for all who have participated in meetings in any context. Meetings are framed as ritual: stereotypic, quasi dramatic, repetitive behaviors that persevere and are valued regardless of what is actually achieved. Having access to prestigious forms of knowledge, along with the prerogative to determine which knowledge and discourse types may be legitimately drawn upon in the meeting frame, allows those with power to determine the rules. Perhaps more importantly, it allows them to treat these rules, once normalized, in a more flexible way than less knowledgeable participants. Those who have communication competence, as defined within this frame, not only exercise influence but determine others' ability to do so. Non-participants collude with this in their silence. Collusion sustains existing perceptions of power, knowledge, and competence. If there is a genuine desire for more equitable decision making in meetings, participants might begin by probing the rituals of their meetings. |
