When Meetings Boil Over

Think of a time when you attended a meeting where tempers flared. That might be easy — it might have happened yesterday morning. For most of us, fortunately, it's a rare occurrence.

Despite their rarity, stressed-out, anger-infused meetings can be damaging. We must question whatever a team produces when it's angry or fearful or under stress. When we can feel the tension in a meeting, we can't do our best work, because we're focused on whatever is the source of tension, instead of the task. And the source of the tension is usually a duel between two people.

Solid planning can help reduce the chances that a meeting will erupt into a duel. But what can we do when a duel does erupt?

Some teams take "time out." Someone suggests a break and — usually without acknowledging the obvious conflict — the meeting breaks for a few minutes. While this approach does often defuse the immediate situation, the root causes remain in place. Although a relapse is likely, the break is a useful tool for groups that cannot confront the issue more directly.

Groups that deal openly with the problem have more choices.

Enlist a facilitator

Let the facilitator track the queue of speakers. Find someone not otherwise involved in the meeting. If you must choose a participant, make clear that the facilitator cannot participate in meeting content.

Pledge not to interrupt

Everyone agrees to speak only when acknowledged by the facilitator. When we interrupt, we can convey the message that we don't value the ideas of the person interrupted, or perhaps that we don't value the person we interrupted. When a meeting boils over, such a message can be very damaging.

Suppress sidebars

Sidebar conversations are distractions in any meeting. But when the meeting is near the boiling point, and we have no idea what two people are whispering to each other, we tend to make up something really horrible.

Declare a three-exchange dialog

As the queue of speakers accumulates, the logical order of what they have to say might not match their order in the queue. When two people need to dialog, the facilitator can ask for the group's permission for a dialog with a limit of three exchanges. In a meeting near the boiling point, a three-exchange dialog can give the dueling dyad a way to have a structured, interruption-free, respectful conversation.

Take a brief silent break

If you must take a break, make it brief, and agree not to speak with each other. When tempers are high, some tend to interpret conversations that occur in breaks as conspiratorial. A silent break gives everyone a chance to breathe and to calm down without fear that anyone is hatching a plot.

As a last resort, consider inviting an observer. If you choose someone not otherwise associated with the group, you'll be rewarded with a fresh perspective, and a possible key to turning down the heat.  Top    Next Issue

Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Taming the Time Card

Filling out time cards may seem maddeningly trivial, but the data they collect can be critically important to project managers. Why is it so important? And what does an effective, yet minimally intrusive time reporting system look like?

The Paradox of Confidence

Most of us interpret a confident manner as evidence of competence, and a hesitant manner as evidence of lesser ability. Recent research suggests that confidence and competence are inversely correlated. If so, our assessments of credibility and competence are thrown into question.

Overconfidence at Work

Confidence in our judgments and ourselves is essential to success. Confidence misplaced — overconfidence — leads to trouble and failure. Understanding the causes and consequences of overconfidence can be most useful.

Collaborations That Need to Be Cooperations

Modern products and services are so complex that many people cooperate and collaborate to produce them. When people are collaborating but the work actually requires merely cooperating, risks arise that can threaten the success of the group's efforts.

Rescheduling: Project Factors

Rescheduling is what we do when we can no longer honor the schedule we have now. Of all causes of rescheduling, the more controllable are those found at the project level. Attending to them in one project can limit their effects on other projects.

See also Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Coming July 23: Microdelegation

Microdelegation is a style of delegation in which the delegator unintentionally communicates the task to the subordinate in such detail and so repetitively that the subordinate is offended. As a result of this delegation style, many subordinates feel distrusted or suspected of fraud or goldbricking. Available here and by RSS on July 23.

And on July 30: What the Dunning-Kruger Effect Actually Is

Although the Dunning-Kruger Effect is widely recognized, people describe it — and understand it — in many different ways. Some of these expressions are misleading. Proceed with caution. Available here and by RSS on July 30.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info