Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 7, Issue 37;   September 12, 2007: Using the Parking Lot

Using the Parking Lot

by

In meetings, keeping a list we call the "parking lot" is a fairly standard practice. As the discussion unfolds, we "park" there any items that arise that aren't on the agenda, but which we believe could be important someday soon. Here are some tips for making your parking lot process more effective.
The piping plover, a threatened species of shore bird

The piping plover, a threatened species of shore bird. One conjecture about the incidence of parking lot items is that we tend to generate them when our creativity combines with innovative projects in settings that lack sufficient resources, or sufficient stability, to support fuller exploration of the many opportunities we uncover. A similar phenomenon might be occurring in nature. Observations indicate the existence of a species gradient from the Earth's equator down to the poles. If we consider extinction as analogous to the evolutionary "parking lot," it's possible that more species are being "parked" at high latitudes due to perturbations in high-latitude environments, such as the blooming of the human species (in the case of the plover), or perhaps repeated glaciations. Whether the environment is responsible, or whether differences in speciation and extinction rates are responsible, is an open question. See a recent letter to Science by Charles R. Marshall, and a responding letter from Dolph Schluter and Jason Weir, in Science, 27 August 2007, p. 451. Their original article, "The latitudinal gradient in recent speciation and extinction rates of birds and mammals," appeared in Science, 16 March 2007, p. 1574. Photo courtesy U.S. Fish and Wildlife Service.

Whether you call it the parking lot, the issues bin, or the issues list, accumulating contributed items that aren't quite on topic during a given meeting can help keep the meeting focused and moving forward. Here are some tips to help you get more from the practice, or to motivate you to start.

Make it visible
Enter the items on a flip chart or other medium that's visible to all. Visibility helps deter duplication, and it might spur additional creativity.
Enlist a valet
A meeting of more than about seven people needs a parking lot valet — someone to record the items, and to verify that the contributors agree with the wording. For smaller meetings, the scribe or recorder can play the valet role.
Encourage self-parking
Encourage meeting attendees to self-park. That is, if a contributor knows in advance that a contribution will be parked, why not add it to the parking lot after the meeting? Although there is some value in announcing the contribution during the meeting, the time lost doing so is also valuable.
Review at meeting's end
A very brief end-of-meeting review of the parking lot should assign to each item someone from leadership to "own" it and follow it to resolution.
Follow up
Every item from the parking lot should make a later appearance as a part of a future agenda item, or on the next edition of the parking lot resolution list, or on the cumulative parking-lot-awaiting-resolution list. Nothing should disappear into the void. Each item's owner is responsible for tracking it.
Track the contributors
Track the contributors of parked items. Investigate why some people repeatedly offer items that end in the parking lot. Do they not understand the agenda? Are they uniquely brilliant? Are their concerns being ignored? Why are they not self-parking?
Maintain a parking lot history
Every item from the parking lot
should make a later appearance
as a part of a future agenda item
or a parking lot resolution list
Compile all parking lots, and examine them for patterns. Are some kinds of items repeatedly parked? If so, perhaps these are issues that need attention, or perhaps some people are preventing them from getting attention.
Track the context
Track the contexts in which parking lot items appear. A high incidence of parked items might indicate that the group hasn't been proactive in that topic area — the issues involved are "running ahead" of the group.

Any tool can be abused, including the parking lot. The chair, for instance, can use it to stifle discussion of any topic not explicitly on the agenda. Tracking parked items can limit this risk, but you might have to deal with parking lot abuse as a performance issue. Since that can be a complex question, and it isn't on today's agenda, I've added it to the parking lot. Go to top Top  Next issue: How to Procrastinate  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!

The term parking lot is an Americanism. Even though the British call them car parks, my colleague Graham Oakes reports that the term "parking lot" works in the context of meetings in the United Kingdom. My colleague Nynke Fokma reports from other European languages: Bent (Danish) says, "Boette" (Marmalade jar); Emmanuel (French) says, "Parking"; Nynke (Dutch) says, "Even opzij?" (Aside for now?); and Marco (Italian) says, "Possiamo parlarne dopo?" (Can we talk about this later?).

More reports: Mary Ann (Tagalog (Phillipines)) says, "Tsaká na" (Later). Christine (Sydney, Australia, where she works with environmental organizations) says, "Let's park that in the bike rack for later."

If you send me your term from your own language, I'll post it.

Your comments are welcome

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

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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:

An appealing mealFood for Thought
Most companies have employee cafeterias, with the usual not-much-better-than-high-school food service. By upgrading — and subsidizing — food service, these companies can reduce turnover and improve productivity dramatically.
Wooden shoesWhat Haven't I Told You?
When a project team hits a speed bump, it often learns that it had all the information it needed to avoid the problem, sometimes months in advance of uncovering it. Here's a technique for discovering this kind of knowledge more systematically.
A late rabbitGames for Meetings: III
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 III of a little catalog of some of our favorites, and what we could do about them.
Drawing the line between one category and the nextMeets Expectations
Many performance management systems include ratings such as "meets expectations," "exceeds expectations," and "needs improvement." Many find the "meets" rating demoralizing. Why?
An old-fashioned typewriterSix Traps in Email or Text: I
Most of us invest significant effort in communicating by email or any of the various forms of text messaging. Much of the effort is spent correcting confusions caused, in part, by a few traps. Knowing what those traps are can save much trouble.

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

Forthcoming issues of Point Lookout

A white water rafting team completes its courseComing December 11: White Water Rafting as a Metaphor for Group Development
Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
Tuckman's stages of group developmentAnd on December 18: Subgrouping and Conway's Law
When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.

Coaching services

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

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post 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!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
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.
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!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.