“In many kinds of social interaction, unofficial communication provides a way in which one team can extend a definite but non-compromising invitation to the other, requesting that social distance and formality be increased or decreased, or that both teams shift the interaction to one involving the performance of a new set of roles.”

— Erving Goffman, book The Presentation of Self in Everyday Life

Source: 1950s-1960s, The Presentation of Self in Everyday Life, 1959, p. 121

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Erving Goffman29

Sociologist, writer, academic 1922–1982

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“Often, when two teams enter social interaction, we can identify one as having the lower general prestige and the other team the higher. Ordinarily, when we think of realigning actions in such cases, we think of efforts on the part of the lower team to alter the basis of interaction in a direction more favourable to them or to decrease the social distance and formality between themselves and the higher team. Interestingly enough, there are occasions when it serves the wider goals of the higher team to lower barriers and admit the lower team to greater intimacy and equality with it.”

Erving Goffman book The Presentation of Self in Everyday Life

Source: 1950s-1960s, The Presentation of Self in Everyday Life, 1959, p. 126

“When an individual appears before others, he wittingly and unwittingly projects a definition of the situation, of which a conception of himself is an important part. When an event occurs which is expressively incompatible with this fostered impression, significant consequences are simultaneously felt in three levels of social reality, each of which involves a different point of reference and a different order of fact.
First, the social interaction, treated here as a dialogue between two teams, may come to an embarrassed and confused halt; the situation may cease to be defined, previous positions may become no longer tenable, and participants may find themselves without a charted course of action…
Secondly, in addition to these disorganizing consequences for action at the moment, performance disruptions may have consequences of a more far-reaching kind. Audiences tend to accept the self projected by the individual performer during any current performance as a responsible representative of his colleague-grouping, of his team, and of his social establishment…
Finally, we often find that the individual may deeply involve his ego in his identification with a particular role, establishment, and group and in his self-conception as someone who does not disrupt social interaction or let down the social units which depend upon that interaction.”

Erving Goffman book The Presentation of Self in Everyday Life

Source: 1950s-1960s, The Presentation of Self in Everyday Life, 1959, p. 155-6

“Minds are formed by our social interactions in a community and a culture.”

Jay Lemke (1946) American academic

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“[A]rchitecture is more than a stage for the acting out of these performances. It offers a space for other social groups and kinds of social interactions. It is also important to remember that in examples such as the country house it was home to a large number of residents representing a variety of interests.”

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“Institutions are the humanly devised constraints that structure political, economic, and social interactions. They consist of both informal constraints (sanctions, taboos, customs, tradition, and code of conduct) and formal rules”

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“Cosmides and Tooby argue that music's function in the developing child is to help prepare its mind for a number of complex cognitive and social activities, exercising the brain so that it will be ready for the demands placed on it by language and social interaction. …Mother-infant interactions involving music almost always entail both singing and rhythmic movement…”

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“Too many teams are dysfunctional and are plagued with poor communication, lack of direction, selfishness and little sharing – they are teams only in name. To create a high performing team the key is to align all members of your team so that each member is moving in the same direction and understands their role and contribution. A good analogy is to think of a team of rowers where if the each rower is not totally aligned with all the other rowers the boat might go around in circles or even capsize.”

Nigel Cumberland (1967) British author and leadership coach

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“If organized team sports develop managerial skills for a corporate setting, pickup team sports are more like training to be an entrepreneur… Pickup team sports are still about 99% male. That is, this form of preparation to be an entrepreneur is about 99% male socialization. I believe this is one of many contributors to why men who run their own business earn twice what their female counterparts earn.”

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“Organic systems are adapted to unstable conditions, when problems and requirements for action arise which cannot be broken down and distributed among specialist roles within a clearly defined hierarchy. Individuals have to perform their special tasks in the light of their knowledge of the tasks of the firm as a whole. Jobs lose much of their formal definition in terms of methods, duties, and powers, which have to be re¬defined continually by interaction with others participating in a task. Interaction runs laterally as much as vertically. Communication between people of different ranks tends to resemble lateral consultation rather than vertical command. Omniscience can no longer be imputed to the head of the concern.”

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“Many kinds of processes are at work in the world around us, and they are all superimposed on, and interact with, each other in complicated ways.”

Alan Chalmers book What Is This Thing Called Science?

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