You've done whatever you could in advance, but it didn't prevent an attempted hijacking of the meeting, because it appears that a meeting participant might be trying to steer the meeting away from the agenda. What can you do? Here are some guidelines for the meeting Chair or facilitator who is responding to hijacking behavior. In what follows, we'll use the names Horace or Harriet to refer to the hijacker.
- Adhere to established procedure
- However outrageous or insulting Horace's behavior becomes, be calm and respectful. Do nothing that would seem heavy-handed or offensive, or which can seem to be an abuse of the Chair's power. Such tactics can arouse sympathy among other participants or possible future hijackers. Hijackers, especially Horace, can use that sympathy to disrupt the agenda. If established procedures aren't sufficient for controlling hijackers, the time to add such tools is in advance of the hijacking incident.
- Allocate time to each agenda item
- Adhering to a pre-determined schedule creates a desire in other participants to keep the discussion on topic. This helps Chairs when they rule contributions out of order or when they determine that they're unrelated to the current agenda item. With each such ruling against Harriet, her efforts to marshal the sympathy of other participants become less productive.
- Recognize that some deviations from the agenda aren't hijacking
- Some people don't realize that their contributions are off topic. They're sincerely exuberant. Treating them as if they were hijackers can seem to be gratuitous spitefulness on the part of the Chair. Actual hijackers can exploit the Chair's mishandling of these incidents to gain sympathy for their disruptive behavior.
- Don't recognize other participants in Horace's place
- Recognizing someone other than Horace, out of turn, can be a tempting method for depriving him of opportunities to redirect the discussion. But it can also seem to be abuse of the Chair's power. Maintain your normal practice for recognizing speakers.
- Don't interrupt Harriet's attempts to shift the discussion
- Having recognized Some people don't realize
that their contributions
are off topic. They're
sincerely exuberant.Harriet, interrupting her as she tries to hijack the meeting can also appear to be abuse of the Chair's power. Comments such as, "Please get to the point," or "That isn't related to the current topic," can seem abrasive. When Harriet has finished, if her comments were explicitly forbidden by the not-agenda, advise the meeting at large of that fact. If it appears that she departed from the agenda in some other way, add her point to the parking lot. If she objects, explain that she was out of order, and let the meeting decide whether or not the agenda needs adjusting. The time taken for such an agenda adjustment discussion must, of course, be taken from reserve, or from other agenda items. After the first such incident, most participants will likely recognize the disruptive behavior as disruptive.
If these approaches don't contain the hijacker, and if the hijacker's agenda threatens the group's mission, recognize that resolving the matter publicly is unlikely to succeed. Adjourn the meeting or call a recess and address the problem privately, enlisting assistance from supervisors if necessary. Such a move might not be an admission of failure. It can be the first step on the path to successful resolution. First in this series Top Next Issue
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More articles on Effective Meetings:
- Remote Facilitation in Synchronous Contexts: I
- Whoever facilitates your distributed meetings — whether a dedicated facilitator or the meeting
chair — will discover quickly that remote facilitation presents special problems. Here's a little
catalog of those problems, and some suggestions for addressing them.
- Twelve Tips for More Masterful Virtual Presentations: I
- Virtual presentations are like face-to-face presentations, in that one (or a few) people present a program
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- Why Sidebars Happen
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- Allocating Airtime: II
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processes intended to more fairly allocate speaking time. What's happening here?
- Toward More Engaging Virtual Meetings: I
- Keeping attendees engaged in virtual meetings is a widely sought but rarely achieved objective. Here
is Part I of a set of simple techniques to help facilitators enhance attendee engagement.
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.
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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.
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more about this program. Here's an upcoming date for this program:
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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.