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Purpose: To outline recent developments in digital service delivery in order to encourage researchers to pursue collaborations with computer science, operations research, and data science colleagues and to show how such collaborations can expand the scope of research on emotion in service delivery.

Design/methodology/approach: Uses archived resources available at http://LivePerson.com to extract data based in genuine service conversations between agents and customers. We refer to these as “digital traces” and analyze them using computational science models.

Findings: Although we do not test significance or causality, the data presented in this chapter provide a unique lens into the dynamics of emotions in service; results that are not obtainable using traditional research methods.

Research limitations/implications: This is a descriptive study where findings unravel new dynamics that should be followed up with more research, both research using traditional experimental methods, and digital traces research that allows inferences of causality.

Practical implications: The digital data and newly developed tools for sentiment analyses allow exploration of emotions in large samples of genuine customer service interactions. The research provides objective, unobtrusive views of customer emotions that draw directly from customer expressions, with no self-report intervention and biases.

Originality/value: This is the first objective and detailed depiction of the actual emotional encounters that customers express, and the first to analyze in detail the nature and content of customer service work.

Increased access to flexible work arrangements has the prospect of enhancing work-family reconciliation. Under consideration is extent that managers assumed lead roles in initiating discussions, the overall volume of discussions that occurred, and the outcomes of these discussions.

A panel analysis of 950 managers over one and a half years examines factors predicting involvement in a change initiative designed to expand flexible work arrangement use in a company in the financial activities supersector.

The overall volume of discussions, and tendencies for managers to initiate discussions, is positively predicted by managers’ prior experiences with flexibility, training to promote flexibility, and supervisory responsibilities. Managers were more inclined to promote flexibility when they viewed it as a supervisory responsibility and when they believed that it offered career rewards. An experiment demonstrated that learning of professional standards demonstrated outside of one’s own unit increased promotion of flexible work options. Discussions of flexibility led to many more approvals than denials of use, and also increased the likelihood of subsequent discussions occurring, indicating that promoting discussions of flexible work arrangements can be a path toward expanding use.

The study identifies specific factors that can lead managers to support exploration of flexible work arrangement use.

The field of organization development is about change and development of organizational systems. One of the major barriers to system change is organizational silence, the fear of lower level to speak truth to power, and senior leaders' reluctance to seek the truth. Consequently, senior leaders whose role is to orchestrate strategic change that will develop the organization's capabilities do not know the whole truth about their system's capabilities to achieve its purpose and strategy and live to its values. Thirty years of enabling leaders to transform their organization through safe honest, collective, and internally public conversations using a structured process called the Strategic Fitness Process (SFP) has led to insights about why such conversations are powerfully transformative. After a brief description of the SFP, this chapter describes insights and supporting grounded data about why honest conversations were transformative when leaders fully embrace the practice and spirit of SFP. These insights were gained from facilitating and observing hundreds of honest conversations in progress. The findings have implications for how leaders aided by consultants can accelerate strategic change that will improve effectiveness and performance while simultaneously transforming trust and commitment.

In this paper, we offer a model of how leaders and managers can create energy for change by influencing patterns of conversation across the organization. We develop the model by linking social constructionist thought with theory from the field of positive psychology. We propose that effective leaders work with others to co-author persuasive narratives of change that generate energy by providing people (including themselves) with a sense of autonomy, competence, and relatedness. Energy is expressed in the form of support, time, money, and resources, which contribute to the success of the work. Continuous attention to crafting persuasive narratives in a collaborative way creates upward spirals of energy, and increases the probability of successful change over time. We illustrate these ideas with a case study of a successful IT change initiative in a Fortune 100 insurance company, and conclude by discussing implications for research and practice.

Everyday conversation has not yet been assigned its full role in public discussion of citizen’s issues, despite the growing number of studies about it. Casual conversations are not usually regarded as a particularly privileged place for political discussions mainly because of its apparent lack of organization following the principles and rules of the deliberative tradition in Political Studies. However, due to its closeness, informality, and personal proximity, it is particularly adequate to rise political aspects of everyday lives that otherwise would not be publicly disclosed. But how to grasp the spontaneity of everyday conversation? This chapter argues that focus groups, as a research method, are fit to observe and understand real-time ordinary conversation on political issues. In what follows, the argument goes threefold: (1) it contrasts “conversation” with “deliberation” from a micro-point of view; (2) all conversation, as a discourse embroiled in power relations, is political in a broad sense (3) as it brings forward personal views and experiences, casual conversations defies the borders between public and private issues.

In a village where the (audible) population is fairly evenly split between men and women, where most women of working age are employed or run their own business, where women are even (gasp!) in the cricket team, surely they have better things to talk about than the men in their lives? How often do the women of Ambridge talk about things that aren't the men of Ambridge? And when they do, how long does the conversation last? The Bechdel–Wallace Test was created by Alison Bechdel in her webcomic Dykes to Watch Out For (1985), in which a character says that she will only watch a film that has at least two women in it, who talk to each other, about something other than a man. It is sometimes used as a simplistic measure of the lack of representation (not only of women) in the media. This chapter reports on five months of eavesdropping in Ambridge, using the Bechdel–Wallace Test to investigate gender bias in the Borsetshire countryside. The data show that one-third of the episodes during this period passed the test, while another third did not contain any conversations between women at all. The results include how often individual women speak to other women, which pairs converse most frequently and the main topics of conversation during the analysis period.