When we complain that meetings are boring, time-wasting, maddening, or frustrating, it might help to check first the roles we play ourselves. There are dozens of tactics and ploys, which I've been collecting over the years. Here's the fourth installment of a little catalog of the more common ones. See "Games for Meetings: III," Point Lookout for March 19, 2003, for more.
- The Price Is Right
- See if you can guess the budget I have in my mind without going over.
- Real negotiation entails mutual disclosure. If the sponsor conceals budget information, the negotiation is biased and cannot achieve a mutually balanced outcome. As a sponsor, be prepared to state clearly what you can afford. As a provider, ask directly for any information you need.
- Price Justification
- Here's why my estimate exceeds the real cost by the amount you'll probably cut.
- Playing this game trains sponsors to play the "cost cut" game. Give honest estimates, and when they're cut, reduce the deliverables.
- What a Great Idea!
- Make a brilliant suggestion, end up responsible for implementing it.
- When a manager uses this ploy, everyone becomes a little less willing to offer suggestions. See "The "What-a-Great-Idea!" Trap," Point Lookout for February 28, 2001, for some tips for dealing with this.
- I Did It
- I'm completely responsible for that success.
- Of one thing we can be certain in these networked, team-oriented times: one person is rarely responsible for anything, good or ill. We succeed or fail together.
- They Did It
- They're completely responsible for that failure.
- See above. This one is probably even more toxic than "I Did It." Prevalence of this pattern is a sign of a blame-oriented culture.
- Hospital Pass
- Hand someone a responsibility just before it implodes.
- The term "hospital pass" comes from rugby. This ploy is expensive to an organization, because it teaches people that accepting responsibility is dangerous. If you use it yourself, don't be surprised if people scatter when they see you coming.
- You are hereby ordered to step forward.
- As a manager, the temptation to use this technique is strong. But you can overcome it if you remind yourself that for most of the work you need done, compliance and obedience aren't enough. Creativity and dedication cannot be commanded. They must be given freely.
- I'll do it for God and company, even if it means my career-death.
- If your managers or your organization are wrong-headed enough to ask you to do something foolish, that's their problem. Don't make it yours. As a manager, if you rely on Martyrs to get things done, expect all the high-cost consequences of increased turnover.
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 — 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!
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More articles on Personal, Team, and Organizational Effectiveness:
- Taming the Time Card
- Filling out time cards may seem maddeningly trivial, but the data they collect can be critically important
to project managers. Why is it so important? And what does an effective, yet minimally intrusive time
reporting system look like?
- Status-Report as a Second Language
- Sometimes, the clichés the losing team's players feed to sports reporters can have hidden meaning.
So it is with Project Status Reports, especially for projects in trouble.
- Holey Grails
- How much of the time and energy you spend in meetings goes to finding the best way? or a better way?
It's of questionable value unless you first agree on what you mean by "better" or "best."
- Problem-Solving Ambassadors
- In dispersed teams, we often hold meetings to which we send delegations to work out issues of mutual
interest. These working sessions are a mix of problem solving and negotiation. People who are masters
of both are problem-solving ambassadors, and they're especially valuable to dispersed or global teams.
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
Forthcoming issues of Point Lookout
- Coming February 8: Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
- And on February 15: Four Razors for Organizational Behavior
- Deviant organizational behavior can harm the people and the organization. In choosing responses, we consider what drives the perpetrators. Considering Malice, Incompetence, Ignorance, and Greed, we can devise four guidelines for making these choices. Available here and by RSS on February 15.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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