FACE‐TO‐FACE INTERACTION IN THE CRIMINAL JUSTICE SYSTEM

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Abstract
Management of face‐to‐face social interaction is not limited to a micro‐perspective, as some critics have argued, but is equally valid as an explanatory model in macro‐organizational settings. A “differential leverage interaction model“ is presented, which demonstrates that organizations determine, to a great extent. the nature of face‐to‐face interactions that take place. The application of the model to the courts and criminal justice system casts a new light on conventional explanations of the processes. powers, alignments, and activities of individuals who come to be enmeshed in the legal institution.