When we complain that meetings are boring, time-wasting, maddening, or frustrating, it might help to check first the roles we play ourselves. There are dozens of tactics and ploys, which I've been collecting over the years. Here's the fourth installment of a little catalog of the more common ones. See "Games for Meetings: III," Point Lookout for March 19, 2003, for more.
- The Price Is Right
- See if you can guess the budget I have in my mind without going over.
- Real negotiation entails mutual disclosure. If the sponsor conceals budget information, the negotiation is biased and cannot achieve a mutually balanced outcome. As a sponsor, be prepared to state clearly what you can afford. As a provider, ask directly for any information you need.
- Price Justification
- Here's why my estimate exceeds the real cost by the amount you'll probably cut.
- Playing this game trains sponsors to play the "cost cut" game. Give honest estimates, and when they're cut, reduce the deliverables.
- What a Great Idea!
- Make a brilliant suggestion, end up responsible for implementing it.
- When a manager uses this ploy, everyone becomes a little less willing to offer suggestions. See "The 'What-a-Great-Idea!' Trap," Point Lookout for February 28, 2001, for some tips for dealing with this.
- I Did It
- I'm completely responsible for that success.
- Of one thing we can be certain in these networked, team-oriented times: one person is rarely responsible for anything, good or ill. We succeed or fail together.
- They Did It
- They're completely responsible for that failure.
- See above. This one is probably even more toxic than "I Did It." Prevalence of this pattern is a sign of a blame-oriented culture.
- Hospital Pass
- Hand someone a responsibility just before it implodes.
- The term "hospital pass" comes from rugby. This ploy is expensive to an organization, because it teaches people that accepting responsibility is dangerous. If you use it yourself, don't be surprised if people scatter when they see you coming.
- You are hereby ordered to step forward.
- As a manager, the temptation to use this technique is strong. But you can overcome it if you remind yourself that for most of the work you need done, compliance and obedience aren't enough. Creativity and dedication cannot be commanded. They must be given freely.
- I'll do it for God and company, even if it means my career-death.
- If your managers or your organization are wrong-headed enough to ask you to do something foolish, that's their problem. Don't make it yours. As a manager, if you rely on Martyrs to get things done, expect all the high-cost consequences of increased turnover.
Which of these do you do? Which can you stop doing? What can you do instead? Keep track of what you see in your meetings, and talk about their costs. More coming in future issues — send me descriptions of your more delightful discoveries. Top Next Issue
Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!
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More articles on Personal, Team, and Organizational Effectiveness:
- Abraham, Mark, and Henny
- Our plans, products, and processes are often awkward, bulky, and complex. They lack a certain spiritual
quality that some might call elegance. Yet we all recognize elegance when we see it. Why do we make
things so complicated?
- Snapshots of Squirming Subjects
- Today we use data as a management tool. We store, recall, and process data about our operations to help
us manage resources and processes. But this kind of management data is often scattered, out of date,
or just plain incorrect, and taking a snapshot doesn't work. There is a better way.
- Games for Meetings: II
- We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized
games. Here's Part II of a little catalog of some of our favorites, and what we could do about them.
- Sixteen Overload Haiku
- Most of us have some experience of being overloaded and overworked. Many of us have forgotten what it
is not to be overloaded. Here's a contemplation of the state of overload.
- Embolalia and Stuff Like That: II
- Continuing our exploration of embolalia — filler syllables, filler words, and filler phrases —
let us examine the more complex forms. Some of them are so complex that they appear to be actual content,
even when what they contain is little more than "um."
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmnuhOkVrbNiHOLjZner@ChaceeJxNoARNuluUElKoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
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- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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