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:
- Renewal is a time to step out of your usual routine and re-energize. We find renewal in weekends, vacations,
days off, even in a special evening or hour in the midst of our usual pattern. Renewal provides perspective.
It's a climb to the mountaintop to see if we're heading in the right direction.
- Games for Meetings: I
- 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.
- Encourage Truth Telling
- Getting to the truth can be a difficult task for managers. People sometimes withhold, spin, or slant
reports, especially when the implications are uncomfortable or threatening. A culture that supports
truth telling can be an organization's most valuable asset.
- Paradoxical Policies: I
- Although most organizational policies are constructive, many are outdated or nonsensical, and some are
actually counterproductive. Here's a collection of policies that would be funny if they weren't real.
- Brain Clutter
- The capacity of the human mind is astonishing. Our ability to accomplish great things while simultaneously
fretting about mountains of trivia is perhaps among the best evidence of that capacity. Just imagine
what we could accomplish if we could control the fretting…
See also Personal, Team, and Organizational Effectiveness and Effective Meetings for more related articles.
Forthcoming issues of Point Lookout
- Coming June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
- And on June 21: Asking Burning Questions
- When we suddenly realize that an important question needs answering, directly asking that question in a meeting might not be an effective way to focus the attention of the group. There are risks. Fortunately, there are also ways to manage those risks. Available here and by RSS on June 21.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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