Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 3, Issue 11;   February 19, 2003:

Games for Meetings: II

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 II of a little catalog of some of our favorites, and what we could do about them.
A hot potato

A hot potato. Photo by Renee Comet, courtesy the U.S. National Cancer Institute.

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. Go to top Top  Next issue: Workplace Taboos and Change  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!

Footnotes

[Note]
Loosely translated, this means "Texting the person sitting next to me." (thx rt!) Back

Your comments are welcome

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

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.

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:

Lewis and Clark on the Lower ColumbiaAstonishing Successes
When we have successes that surprise us, we do feel good, but beyond that, our reactions are sometimes self-defeating. What happens when we experience unanticipated success, and how can we handle it better?
A Kemp's Ridley sea turtle (Lepidochelys kempi), ashore, probably to lay eggsSeven Ways to Get Nowhere
Ever have the feeling that you're getting nowhere? You have the sense of movement, but you're making no real progress towards the goal. How does this happen? What can you do about it?
A 1928 Ford Model A Business CoupeClueless on the Concept
When a team member seems not to understand something basic and important, setting him or her straight risks embarrassment and humiliation. It's even worse when the person attempting the "straightening" is wrong, too. How can we deal with people we believe are clueless on the concept?
An example of a Weaver's PathwayStill More Things I've Learned Along the Way
When I have an important insight, or when I'm taught a lesson, I write it down. Here's another batch from my personal collection.
A voltmeter with a needleHigh Falutin' Goofy Talk: II
Speech and writing at work are sometimes little more than high falutin' goofy talk, filled with puff phrases of unknown meaning and pretentious, tired images. Here's Part II of a collection of phrases and images to avoid.

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

Forthcoming issues of Point Lookout

The lies inside the truthComing May 25: On Reporting Noncompliance
Regulating compliance with process design in organizations requires monitoring process usage. Typically, process monitors depend on reports by process participants. In blame-oriented cultures, fear of retribution can limit what these reports contain. Available here and by RSS on May 25.
Bottom: Aerial view of the Forth Bridge, Edinburgh, Scotland. Top: Inside the Forth Rail Bridge, from a ScotRail 158 on August 22, 1999.And on June 1: Mental Accounting and Technical Debt
In many organizations, technical debt has resisted efforts to control it. We've made important technical advances, but full control might require applying some results of the behavioral economics community, including a concept they call mental accounting. Available here and by RSS on June 1.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenEQuetChPjwYBDxmgner@ChacxXTxBssoFmfDfMugoCanyon.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

Public seminars

The Power Affect: How We Express Our Personal Power

Many The Power Affect: How We Express Personal Powerpeople 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.

Bullet Points: Mastery or Madness?

DecisBullet Point Madnession makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet 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.
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.
303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics!
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
101 Tips for Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
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!