Games for Meetings: I

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.

One 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.   Next issue in this series   Top    Next Issue

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!

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Coming October 1: On the Risks of Obscuring Ignorance

A common dilemma in knowledge-based organizations: ask for an explanation, or "fake it" until you can somehow figure it out. The choice between admitting your own ignorance or obscuring it can be a difficult one. It has consequences for both the choice-maker and the organization. Available here and by RSS on October 1.

And on October 8: Responding to Workplace Bullying

Effective responses to bullying sometimes include "pushback tactics" that can deter perpetrators from further bullying. Because perpetrators use some of these same tactics, some people have difficulty employing them. But the need is real. Pushing back works. Available here and by RSS on October 8.

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