We began last time exploring the costs of meeting interruptions that happen when a late arrival asks for a recap of what has already occurred. We noted that meeting leads, anticipating late arrivals, sometimes front-load their agendas with less-important items. We discussed the resentments and annoyance that habitual late arrivals can generate. And we sketched how accommodating late arrivals can create more late arrivals.
But requests for recaps can degrade the quality of meeting output in other ways. Here are four examples.
- The people who were present before the late arrival arrived have already heard what's being repeated. That's one reason why some of them regard recaps as opportunities not to pay attention. They check out. In virtual meetings, there's plenty to distract them. Examples: games, email, desk drawer contents rearranging, and if they're in the right place, people watching. For the meeting lead, bringing the distracted back to Planet Earth might be challenging. The time lost in a two-minute recap can become three minutes, four minutes, or more. Hopefully, nothing important happens before the distracted return to Earth.
- Debate about the recap
- Occasionally, delivering a recap exposes a disagreement about what actually occurred. Strong disagreements, though possible, are rare, but resolving even minor disagreements about the content of the recap can take additional time. Worse, toxic conflict can erupt if the meeting Lead uses the power of the Chair to rewrite history even slightly by presenting a biased recap.
- Loss of thread
- Even if there is agreement about the recap, the interruption itself can cause people to lose the thread of the discussion. In most discussions, some participants who weren't speaking at the time of the interruption might have had contributions in mind. When the action resumes, some might remember what they were about to say, but some won't. That's why, after interruptions, we sometimes hear, "Where were we?" or "Now, you were about to say…" or "What were you saying?" or, unbelievably, "What was I saying?" In some cases, when an important contribution is lost, even temporarily, or when people cannot remember the context of the interrupted discussion, the cost can be incalculable.
- Opportunity cost
- The time Four more ways in which
a late arrival's request
for a recap can degrade
meeting outputspent on delivering recaps, including debating their content, could have been spent on other agenda items. And if that were done, it's possible that the outcomes of those discussions might have been improved. But time is just one factor worth considering. People have a finite supply of energy for thought or self-regulation, and if we spend it on recaps and their associated distractions, resentments, and frustrations, it isn't available for real work.
Perhaps the most significant cost is interruption of flow. Flow occurs when someone is immersed in an activity, intensely focused, and fully involved. Interrupting a meeting that is in flow can halt its creativity. Because recovery might not occur in that meeting, we may never know the cost of the lost creativity. First in this series Top Next Issue
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More articles on Effective Meetings:
- Take Any Seat: II
- In meetings, where you sit in the room influences your effectiveness, both in the formal part of the
meeting and in the milling-abouts that occur around breaks. You can take any seat, but if you make your
choice strategically, you can better maintain your autonomy and power.
- The Perils of Piecemeal Analysis: Group Dynamics
- When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster,
it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The
source of some of this risk is the nature of group discussion.
- The Fallacy of Composition
- Rhetorical fallacies are errors of reasoning that introduce flaws in the logic of arguments. Used either
intentionally or by accident, they often lead us to mistaken conclusions. The Fallacy of Composition
is one of the more subtle fallacies, which makes it especially dangerous.
- Virtual Meetings: Dealing with Inattention
- There is much we can do to reduce the incidence of inattention in virtual meetings. Cooperation is required.
- Allocating Airtime: I
- The problem of people who dominate meetings is so serious that we've even devised processes intended
to more fairly allocate speaking time. What's happening here?
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