Games for Meetings: II

When we complain that meetings are boring, time-wasting, maddening, or frustrating, it might help to check first about the roles we play ourselves. There are dozens of tactics and ploys, which I've been collecting over the years. Here's the second installment of a little catalog of the more common ones. See "Games for Meetings: I," Point Lookout for February 12, 2003, or "Games for Meetings: III," Point Lookout for March 19, 2003, for more.

PowerGeek

See how good I am at manipulating PowerPoint in arcane, undocumented ways.

Animations, builds, video, audio, and artwork might have legitimate uses, but sometimes we go way too far. When we abuse PowerPoint's abilities, we not only waste our own time, but we also undercut our own messages. If you find yourself doing this sort of thing, ask yourself why you thought it was a good idea. More at "Think Before You PowerPoint," Point Lookout for January 2, 2002.

Techno-Farce

Let's make our networked laptops display the slides so we don't have to look up at the projection screen — or at each other.

For those blessed with the necessary infrastructure, networking audience laptops to display the speaker's slides can be useful, especially for remote audiences. But when a projection screen suffices, use it. The group will stay more connected.

Pretend

You think I'm looking at your slides on my laptop, but I'm actually txting the prsn sttg nx 2 me. [Note]

One of the risks of the networked laptop presentation is that people might find alternative ways to pass the time. As the presenter, be aware of this risk. As a member of the audience, remember that you can be found out.

Not Me

I didn't have anything to do with that horrible disaster.

The old pass-the-buck ploy. If this happens frequently, it could be a sign that you live in a blame-based environment, and that's an unhealthy place to be. Consider moving on. If you're in a position to effect cultural change, start tracking the incidence of this pattern. It's an indicator of the need for an intervention. See ":wrapquotes" for more.

Hot Potato

I don't want to have anything to do with that. Here, you take it.

When we use this ploy, we might gain temporary advantage, but eventually, we'll get caught holding some other potato. Address the issue directly. Try to find a way to share the unpleasant work or at least, the risk.

Serial Status Report

We each report that everything we're responsible for is on track.

A very wasteful pattern. Instead, compile status from everyone in advance of the meeting, and post or distribute the reports to all concerned. Use meetings to discuss issues, rather than to announce status.

See No Evil

Let's all silently agree not to mention the painfully obvious problem(s).

If the problems are threatening enough, any team will fall into this trap. One way to avoid it: designate someone as "Curmudgeon," with responsibility for asking the embarrassing questions. See "Appreciate Differences," Point Lookout for March 14, 2001.

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 talk about their costs. More coming in future issues — see "Games for Meetings: III," Point Lookout for March 19, 2003. Send me descriptions of your more delightful discoveries.  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!

Footnotes

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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.

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

Forthcoming issues of Point Lookout

Coming October 5: Downscoping Under Pressure: I

When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the sunk cost effect, and cognitive biases that distort estimates. Available here and by RSS on October 5.

And on October 12: Downscoping Under Pressure: II

We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.

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