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Two basic theses of G. H. Meads social psychology are: (1) Using gestures that influence sender and receiver in similar ways contains a reinforcing effect for both. (2) Under specific circumstances they also create new psychic domains, for example, consciousness of meaning, object, and the Self. The elementary levels of these processes are studied in social psychology, infant psychology, and lately in neuroscience.

One arena for studying these processes in adults is dancing, where spontaneity, emotionality, childish physical identification processes, and trajectories of the Self can coexist with cognitive planning and social regulation. I interpret this in a session of “Lunch Beat,” analyzing a layman interview on dancing during lunch break. The arena includes the differences between work obligations and the temporary freedom under lunch. One point is the creativity that may grow in the abrupt meeting of work demands and free physical sociality in dancing.

Interpretations conclude that participants’ experiences are: (1) energy production, (2) experiencing the world outside of “the box,” (3) expanding by denying “musts” for an hour, (4) meeting new people in both Others and Self, (5) creativity in changing arena from work to free time, and (6) meeting the not expected.

All interpretations are drawn back to basic theses in Mead.

The purpose of this paper is to investigate how clinicians’ professional background influences their transition into the managerial role and identity as clinical managers.

The authors interviewed and observed 30 clinicians in managerial positions in Norwegian hospitals.

A central finding was that doctors experienced difficulties in reconciling the role as health professional with the role as manager. They maintained a health professional identity and reported to find meaning and satisfaction from clinical work. Doctors also emphasized clinical work as a way of gaining legitimacy and respect from medical colleagues. Nurses recounted a faster and more positive transition into the manager role, and were more fully engaged in the managerial aspects of the role.

The authors advance that health care organizations need to focus on role, identity and need satisfaction when recruiting and developing clinicians to become clinical managers.

The study suggests that the inclusion of aspects from identity and need satisfaction literature expands on and enriches the study of clinical managers.