Humor in management: no laughing matter

With the movement awayfrom the rational, bureaucratic model of organizations, there is a greater appreciation among scholars and practitioners for the significance of nonrational components of organizational life. In light of this transition and the pervasiveness ofhumor in organizational life, a study was conducted to describe and explain the occurrence of humor in small task-oriented meetings offive to nine participants to determine the managerial relevance ofhumor in them, and to suggest the importance ofhumor to leadership in generaL This qualitative research study describes the occurrence ofhumor in 22 task-oriented management meetings representing six separate management groups over a two-year period. A uniquefinding of this study is three different patterns of humor which correspond to three distinct phases ofproblem-solving meetings. Thisfinding, which is new to the study of small-group process, is discussed with particular emphasis on its usefulness to leaders of such groups. The role and constructive uses of humor need to be better understood äs humor has the potential to improve quality of life, Job satisfaction, and Performance in organizations. Humor pervades contemporary organizations in general and is present in problem-solving, task-oriented meetings in particular. As Duncan (1982) noted, Humor's existence and significance cannot be dismissed äs unimportant. Indeed, in the absence of proof to the contrary, it must be assumed that something äs pervasive äs management humor performs a function because it is reinforced and even enjoyed. The task is to continue the quest to understand this evasive phenomenon, even if in a speculative sense, and to share the Undings with those responsible for managing organizations (1982: 442). Humor 2-3 (1989), 285-297. 0933-1719/89/0001-0285 $2.00 © Mouton de Gruyter