Bakgrund: Digitala möten fanns på agendan redan innan Covid-19 existerade men trots detta har pandemin inneburit stora förändringar i arbetssätt hos många människor. Detta har gjort att nya problem har kunnat identifieras kopplat till digitala möten. För organisationen är det viktigt att sensemaking är en del av digitala möten så att till exempel reflektion över utmaningar och framtida mål kan komma till konsensus.  Syfte: Syftet med studien är att lyfta fram berättelser kring upplevelsen av digitala möten hos mötesdeltagare samt att undersöka faktorer som kan bidra till meningsfullhet i digitala möten. Studien syftar även till att undersöka när digitala möten är att föredra och inte samt vilken påverkan Weicks (1995) sju karaktärsdrag har på meningsskapande i digitala möten.  Metod: Studien baseras på sex stycken semistrukturerade intervjuer med mötesdeltagare som arbetar med digitala möten. Intervjuerna har analyserats genom en narrativ analysmetod vilket medför att arbetet genomgående grundats i en kvalitativ metod.  Slutsats: Upplevelsen av digitala möten skiljer sig åt beroende på bland annat yrkesroll och organisationens digitala anpassningar. De faktorer som kan bidra till meningsfullhet i digitala möten kan kopplas till tid, social interaktion, teknik, struktur samt effektivitet. Alla dessa områden bidrar på olika sätt till meningsskapande och upplevelser av det digitala mötet. Det framgår även att digitala möten lämpar sig väl vid informationsspridning, ändamålsenlig teknisk utrustning samt god teknikvana hos mötets deltagare och att meningsskapande i digitala möten främst sker genom sex avWeicks (1995) sju karaktärsdrag. / Background: Digital meetings were on the agenda even before Covid-19 existed, but despite this, the pandemic has meant major changes in the working methods of many people. This has made it possible to identify new problems linked to digital meetings. For the organization, it is important that sensemaking is part of digital meetings so that, for example, reflection on challenges and future goals can come to consensus. Purpose: The purpose of the study is to highlight stories about the experience of digital meetings among meeting participants and to investigate factors that can contribute to increased meaning in digital meetings. The study also aims to examine when digital meetings are preferred and not and also which impact Weicks' (1995) seven character traits have on sensemaking in digital meetings. Method: This study has a qualitative approach based on a realistic perspective. The empirical data has been collected through semi-structured interviews with six employees, at different companies, with experience of digital work meetings. Conclusion: The experience of digital meetings differs depending on, among other things, the professional role and the organization's digital adaptations. The factors that can contribute to sensemaking in digital meetings can be linked to time, social interaction, technology, structure and efficiency. All of these areas contribute in different ways to the creation of meaning and experiences of the digital meeting. It also appears that digital meetings are well suited for the dissemination of information, appropriate technical equipment and good technical practice among the meeting participants and that sensemaking occurs through six of Weicks (1995) seven charactertraits.

Due to the Covid-19 pandemic, many companies have been forced to make their employees work from home, fully distributed. One of the work aspects affected by this change is meetings. The purpose of this study is to investigate what effects the fully distributed context have on meetings, meeting participants, and meeting leaders. To achieve this purpose, a qualitative single-case study was conducted. The empirical data were gathered from 15 interviews with employees at a large information and communications technology company in Linköping, Sweden. The theoretical framework including the fully distributed context, leadership, motivation, and attitudes, behaviors, and norms is the foundation for the analytical model used to analyze the empirical data. For meetings, it was found that the number of meetings has increased, meetings without fixed end times get longer, meetings need clear agendas and structures, and that meetings are booked in a tighter sequence without room for breaks. Using cameras during meetings increases participation but not if there are many meeting participants or when someone starts sharing their screen. It was found that inter-office meetings work better in the fully distributed context. Discussions are fewer and less lively in fully distributed meetings, but virtual fika1 is a kind of informal meeting that can help employees feel more connected and maintain interpersonal relations. For meeting participants, it was found that the fully distributed context has enabled participants to not be seen during meetings, to multitask more, to go on walks during meetings, and to attend more meetings. Fully distributed meetings offer participants more flexibility in meeting attendance but are also more difficult for participants to stay focused during. The perceived social pressure from the surrounding often determines how participants behave in meetings, for example if participants turn on their cameras or not. For meeting leaders, it was found that, contrary to the literature, meeting participants’ behavior affect the motivation of the meeting leader. Meeting participants' multitasking during meetings is considered positive for productivity but makes meeting leaders feel insecure as participants seem to listen less. Cameras can offer supportive feedback as the meeting leader can see the participants reactions, but it only works in smaller meetings. Fully distributed meetings demand more of meeting leaders who need to work harder to structure the meetings, force discussions, aim questions, and keep participants active. The results implicate that meeting leaders should set agendas for and structure meetings, implement breaks between meetings, and start meetings with some informal conversations. Moreover, meeting leaders should turn on their cameras in smaller meetings without screen sharing and aim questions at specific participants instead of posing open questions. At the end of this report, a number of suggestions for future studies on the topic of fully distributed meetings are proposed. 1Fika is Swedish for taking a break and sharing a cup of coffee or tea with friends or colleagues possibly, but not necessarily, with a little something to eat.