A Laughing Matter: Patterns of Laughter and

the Effectiveness of Working Dyads

For Subject: Organizational Studies
Ashraf Khan
Cycle XXXII
PhD Candidate in Managerial & Actuarial
Sciences
Department of Economics & Statistics
Wang, L., Doucet, L., Waller, M., Sanders, K., & Phillips, S. (2016). A Laughing
Matter: Patterns of Laughter and the Effectiveness of Working
Dyads.Organization Science,27(5), 1142-1160.
DOI: http://dx.doi.org/10.1287/orsc.2016.1082
Published Online: September 28, 2016

Agenda
Beware of too much laughter, for it deadens the mind and
produces oblivion.
The Talmud
Laughter is the closest distance between two people.
Victor Borge (19092000)

Introduction and Research Questions

Theoretical Background and Hypotheses
Data & Methodology
Descriptive Statistics
Results and Hypothesis Testing
Limitation and Future Research
Conclusion

Introduction and Research Questions

Effective communication and teams Performance

Previous research on laughter and team effectiveness

When we are fully engaged, we connect with, laugh with and uplift the lives of our
customerseven if just for a few moments

Research Questions:
a)

Does laughter at work has any influence on team

communication and task collaboration?

b)

How laughter enhances team communication and task

collaboration?

Theoretical Background and Hypotheses

First Perspective of laughter and open communication in teams

Shared Laughter
a) It emerges social bond (Jefferson 1997,Coates 1997, Norrick 1994, Hay 2000)
b) Effective in terms of negotiation (Adelswrd 1989, Kangasharju and Nikko 2009)
c) Similarity-attraction theory (Byrne 1971)
Unshared Laughter
a) Lack of Interest in social bond (Byrne 1971 ,Leary 1990, Twenge et al. 2001)

Hypothesis 1A
In a dyad, an individuals frequent laughter is positively related to open
communication when the individuals partner laughs frequently (i.e., shared laughter)
but negatively related to open communication when the individuals partner does not
laugh frequently (i.e., unshared laughter).

Theoretical Background and Hypotheses

Second Perspective of laughter and open communication in teams

Shared Laughter
a) Weak Task Focus (Adelswrd and Oberg 1998,Glenn 2010)
b) Frame Theory (Nikko 2009 )
c) Informal proposal to engage in play mode (van Hoof 1972)
Unshared Laughter
a) A signal of affiliation (Edmondson and Lei 2014, Owren and Rendall 2001, Weisfeld
1993))
b) A source of sharing sensitive information (Ragan 1990, Haakana 2001, 2002)
c) Facilitate effective communication (Keyton and Beck 2010, Nikko 2009 )

Hypothesis 1B
In a dyad, an individuals frequent laughter is positively related to open communication when
the individuals partner does not laugh frequently (i.e., unshared laughter), but negatively
related to open communication when the individuals partner laughs frequently (i.e., shared
laughter).

Theoretical Background and Hypotheses

Open communication and Team Effectiveness
Open communication: Main pillar of team effectiveness (Stasser and Titus
1985, Wittenbaum et al. 1999)
Relationship between communication and firm performance (Phillips et al.
2006, Phillips and Loyd 2006, Thomas-Hunt and Phillips 2004).
Hypothesis 2A
In a dyad, an individuals laughter is positively related to team effectiveness
when the individuals partner laughs frequently (i.e., shared laughter), but
negatively related to team effectiveness when the individuals partner does not
laugh frequently (i.e., unshared laughter). This relationship is mediated by open
communication.
Hypothesis 2B
In a dyad, an individuals laughter is positively related to team effectiveness
when the individuals partner does not laugh frequently (i.e., unshared laughter),
but negatively related to team effectiveness when the individuals partner laughs
frequently (i.e., shared laughter). This relationship is mediated by open

Theoretical Background and Hypotheses

Agreeableness and Patterns of Laughter
Turn-Taking Process (Jefferson 1979, Provine 1996)
Affiliation Goals (Provine 1992, Wagner and Lee 1999 )
What is Agreeableness?
Agreeableness is a stable personality trait associated with the desire to get along
with and care for others.
High Agreeableness (Digman 1990, McCrae and Costa 1987)
Low Agreeableness
Hypothesis 3
Agreeableness strengthens the positive relationship (i.e., sharing) between an
individuals laughter and the laughter of the individuals interaction partner.

Data & Methodology

Research setting for this research consisted of two aviation courses at a large public North
American university
The research sample consisted of 93 high-fidelity flight simulations.
28 Aviation student participated
Hierarchical Linear Regression and Multilevel Structural Equation Model used for statistical analysis

Hypothesis 1A,1B,2A and 2B

Dependent Variables
Open communication
Crew effectiveness

Independent Variables
Flying pilot laughter
Nonflying laughter

Control Variables
Complexity
Scenario 1
Scenario 2
Time together

Hypothesis 3
Dependent Variables
Flying Pilot Laughter

Independent Variables
Nonflying Pilot laughter
Agreeableness of flying pilot
NFPL*Agreeableness flying pilot

Descriptive Statistics

Results and Hypothesis Testing

To check the significance of

FPL*NFPL, Sobal test was used,
which confirms the significance
of
FPL*NFPL
on
crew
effectiveness (z=3.09, p<0.05)

Results and Hypothesis Testing

Limitation and Future Research

Limitation
a)

Correlational vs Causal relationship

b)Investigated
c)Research
)

only cruise phase of the flight

context limitation. external validity of study

Future Direction
a)

Larger group than a dyad

b)

Individual differences in relation to initiation of laughter

Conclusion

Organizational research has been largely silent on the role of laughter in task
interactions. This is the first study to examine the role of laughter in teams.

Develop a more complete understanding of laughter and teams effectiveness

by considering how laughter is distributed in a team.

Unshared laughter is positively associated with team effectiveness because

laughter is used to facilitate open communication as opposed to create play.

In contrast, shared laughter is negatively associated with team effectiveness

because it is used to create play that reduces open communication.

Team members high in agreeableness are more likely to laugh along with other
team members.

These findings extend recent research on the utility of positive emotions in the

Questions?