Sally looked around the table for anyone who wasn't trying to talk. To her relief, most weren't, but the usual suspects had their megaphones on, blasting each other at full volume. "Hold on, everyone. Hold on!" she said, raising her voice way past the comfort level. Greg — no surprise — was the last to stop.
In a more normal tone, Sally continued: "If we're going to discuss this, we'll have some order in this room. I want only one person talking at a time. Clear?"
In her attempt to bring order to chaos, Sally has just intervened, but she's unlikely to be successful unless she can enroll the entire group in the effort.
Chaotic, interrupt-driven discussions are expensive. Here are some of the costs that we can avoid with more orderly exchanges:
- Delays and confusion
- When we interrupt people, we sometimes prevent them from making their points in the way they planned. This introduces delays and confusion, if they ever actually make their points.
- Lost contributions
- Often we put the
responsibility for order
(or disorder) in a meeting
on the shoulders of
the meeting chair,
but everyone in
the room plays a role
- Some people are especially sensitive to interruption. Some hold back, for fear of interrupting someone. Others are intimidated by the prospect of being interrupted. In an atmosphere of interruption, the group loses access to much of its creativity.
- Erosion of self-esteem
- When some people are interrupted, they can feel devalued. The interruption can be painful and humiliating, and it can move them to anger, even if they don't express it in the meeting. These effects can extend beyond that meeting and beyond that team.
Often we put the responsibility for order (or disorder) on the shoulders of the meeting chair, but everyone in the room plays a role. Even those who sit quietly have the choice of objecting to the disorder. Here are some tips for maintaining order.
- Prevention is easier than repair
- It's much easier to create an environment in which people resist the temptation to interrupt than it is to deal with interrupters.
- Establish norms
- Have a discussion of group norms. One possible norm: we will not interrupt each other. Post the norms on the wall. Review them at the beginning of each meeting.
- Create mechanisms for necessary interruptions
- Certain interruptions are helpful. Examples are requests for information, requests to make critical corrections, and requests to modify the group process. Establish key phrases that team members can use to make these requests.
- For especially tense topics, get a facilitator
- A facilitator who isn't part of the team is more likely to be objective than any team member is. A skilled facilitator knows how to maintain a "queue" of people who want to comment, and provides the trust required to encourage everyone to wait patiently. Executive teams: hire a facilitator from outside the organization.
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!
For an exploration of interruptions from the point of view of the one being interrupted, check out "Let Me Finish, Please," Point Lookout for January 22, 2003.
- Mary Pope
- We had this problem once and instituted a talking stick. You had to have the stick in order to speak. Only when you relinquished it could the next person have the floor. It slowed the meeting a bit but was worth it. An unexpected side effect was that it added some levity to the meeting of a contentious group of people. Plus it made everyone feel like they had the floor and everyone's undivided attention. Better yet, after a few meetings with the talking stick it was no longer necessary and gradually fell from use.
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More articles on Personal, Team, and Organizational Effectiveness:
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- Making Meaning
- When we see or hear the goings-on around us, we interpret them to make meaning and significance. Some
interpretations are thoughtful, but most are almost instantaneous. Since the instantaneous ones are
sometimes goofy or dangerous, here's a look at how we make interpretations.
- Twenty-Three Thoughts
- Sometimes we get so focused on the immediate problem that we lose sight of the larger questions. Here
are twenty-three thoughts to help you focus on what really counts.
- Problem-Solving Preferences
- When people solve problems together, differences in preferred approaches can surface. Some prefer to
emphasize the goal or objective, while others focus on the obstacles. This difference is at once an
asset and annoyance.
- The Risks of Too Many Projects: II
- Although taking on too many projects risks defocusing the organization, the problems just begin there.
Here are three more ways over-commitment causes organizations to waste resources or lose opportunities.
Forthcoming issues of Point Lookout
- Coming June 19: I Don't Understand: II
- Unclear, incomplete, or ambiguous statements are problematic, in part, because we need to seek clarification. How can we do that without seeming to be hostile, threatening, or disrespectful? Available here and by RSS on June 19.
- And on June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
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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.