Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 3, Issue 7;   February 12, 2003: Games for Meetings: I

Games for Meetings: I

by

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 I of a little catalog of some of our favorites, and what we can do about them.

Nearly everyone I know complains that meetings are boring, time-wasting, maddening, or frustrating. Part of the problem is that we use meetings to engage in various forms of ritualized nonsense. There are dozens of these tactics and ploys, which I've been collecting over the years. Here's the first installment of a little catalog of the more common tactics. See "Games for Meetings: II," Point Lookout for February 19, 2003, for more.

Speed-Reading
Here's a still-warm 20-page handout to read while we discuss this incredibly complex issue.
People can't read something while they discuss it. When we distribute printed material "in support" of a presentation, we're actually undermining it, because we're asking people to do two things at once — listen and read. Most of us can't do that. Distribute supporting material far enough in advance to enable people to prepare for the meeting.
Tree Slaughter
Here's a 20-page handout that directly corresponds to my slides. File it, then let it age until recycled.
A forest glenOne common excuse for this practice is that having in hand a printed version of the slides on the screen helps us make notes as the speaker goes along. If that's your reason, use "handout" format to decrease the page count and to reduce the damage to the world's forests.
Multiplexing
Let's see how many conversations we can have simultaneously and still believe we're accomplishing something.
Sometimes, when sidebars erupt, the meeting chair lets them persist. Sidebars are distracting and reduce everyone's effectiveness. If you chair or facilitate a meeting, ask the speaker for a moment, and try something like, "Excuse me please. When I see multiple conversations going on, it seems to me that people aren't listening to the meeting. Phil has the floor right now." If the behavior is part of a pattern, deal with the "behavers" privately afterwards.
One-Up
I'm better than you are.
This thesis is unprovable, except perhaps in the mind of the prover. When you find yourself doing this, breathe, then take a break if you can. When you feel that someone else is doing this, breathe, then take a break if you can.
ONE-UP!
And I'm louder, too.
The high-decibel version of "One-Up." Use the same approach for this as you would for a hurricane or typhoon: stay out of the way.
Alphababble
Let's see who can speak a grammatically correct sentence consisting entirely of acronyms.
Acronyms are often useful shorthand. Good acronyms eventually become words — "scuba," for example. But too often, we cross the line. We string letters together into unpronounceable chains, or we name components using artificial phrases that make "cute" acronyms. Use real words if you can, or coin something if necessary.

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 discuss the costs.  Games for Meetings: II Next issue in this series  Go to top Top  Next issue: Games for Meetings: II  Next Issue

101 Tips for Effective MeetingsDo 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!

Your comments are welcome

Would you like to see your comments posted here? rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

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

Abilene, Texas, USATrips to Abilene
When a group decides to take an action that nobody agrees with, but which no one is willing to question, we say that they're taking a trip to Abilene. Here are some tips for noticing and preventing trips to Abilene.
An appealing plate of pasta (not what I ate that evening)If Only I Had Known: II
Ever had one of those forehead-slapping moments when someone explained something, or you suddenly realized something? They usually involve some idea or insight that would have saved you much pain, trouble, and heartache, if only you had known.
White water raftingWe Are All People
When a team works to solve a problem, it is the people of that team who do the work. Remembering that we're all people — and all different people — is an important key to success.
Suspension cables of the Brooklyn Bridge, which spans the East River between Manhattan and BrooklynDealing with Negative Progress
Many project emergencies are actually the result of setbacks — negative progress. Sometimes these mishaps are unavoidable, but often they're the result of patterns of organizational culture. How can we reduce the incidence of setbacks?
A view from the false summit of the Manitou incline in ColoradoFalse Summits: I
Mountaineers often experience "false summits," when just as they thought they were nearing the summit, it turns out that there is much more climbing to do. So it is in project work.

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

Forthcoming issues of Point Lookout

Mark Twain in 1907Coming July 16: Responding to Unwelcome Events
Unwelcome events have two kinds of effects on decision-makers. One set of effects appears as we respond to events that have actually occurred. Another set manifests itself as we prepare for unwelcome events that haven't yet occurred, but which might occur. Making a wrong decision in either case can be costly. Available here and by RSS on July 16.
A USA road sign indicating a winding road ahead, with an initial curve to the rightAnd on 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.

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:

Reprinting this article

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

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Bluesky, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Reader Comments About My Newsletter
A sampling:
  • Your stuff is brilliant! Thank you!
  • You and Scott Adams both secretly work here, right?
  • I really enjoy my weekly newsletters. I appreciate the quick read.
  • A sort of Dr. Phil for Management!
  • …extremely accurate, inspiring and applicable to day-to-day … invaluable.
  • More
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!