It's OK to hate meetings. It's not OK to hate meetings while at the same time doing the very things that make them so unproductive and hateful. Last time we examined some meeting patterns that distract us by creating or contributing to toxic conflict. This Part II explores distractions that waste time through irrelevance or by hijacking the meeting agenda to personal ends.
- Axe grinding
- To advance a previously blocked project of their own, or to inject an I-told-you-so, some make contributions that have the not-so-hidden purpose of advancing their previously blocked projects. The group must then knock down this obstacle before it can begin problem solving.
- Horn-blowing is making a contribution that reminds the group of something the horn-blower considers to have been his or her own personal achievement. See Backdoor Bragging.
- Rhetorical fallacies
- Rhetorical fallacies are errors of logic, used intentionally or not, that cause the group to come to erroneous conclusions unknowingly. There are dozens of different fallacies. Read about a few of the more common rhetorical fallacies.
- Electronic fiddling around
- If you want meetings to be worthwhile, give them your full attention. Composing or reading mail, texting, tweeting, surfing, or other forms of electronic fiddling around can cause us to lose contact with the discussion. Follow the chainsaw rule: If you can't do it while operating a chainsaw, don't do it while attending a meeting.
- As a group is discussing several related issues, it might slide into a discussion of the order of discussing the issues, without really making a conscious choice to discuss the discussion. Any conscious choice is more likely to lead to a productive outcome.Follow the chainsaw rule:
If you can't do it while
operating a chainsaw, don't
do it while attending
- Inappropriate problem solving
- Once the group identifies a problem, the temptation to dive into solving it is almost irresistible, even if complete information is lacking, or the group doesn't own the problem, or critical people are not in attendance. See "The Solving Lamp Is Lit," Point Lookout for September 6, 2006, for more.
- Even when we're solving a problem that is ours to solve, and even when we have the people and information we need, we can be distracted by the urge to solve it in an optimal way. Most of the problems modern organizations face don't actually have optimal solutions. Solutions have strengths and weaknesses, depending on our goals. There usually is no single best way. See "Holey Grails," Point Lookout for October 23, 2002, for more.
- Optimization, described above, entails discussing the best way to do something. Meta-optimization is a discussion of the best way to discuss optimizing something. A group that regularly gets so distracted that it enters a meta-optimization discussion is a group in need of distraction training.
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:
- Towards More Gracious Disagreement
- We spend a sizable chunk of time correcting each other. Some believe that we win points by being right,
or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some
thoughts to help you kick the habit.
- Business Fads and Their Value
- Fads in business come and go, like fads anywhere. In business, though, their effects can be so expensive
that they threaten the enterprise. Still, the ideas and methods that become fads can have intrinsic
value. Where does that value come from? Where does it go?
- Why Do Business Fads Form?
- The rise of a business fad is due to the actions of both its advocates and adopters. Understanding the
interplay between them is essential for successful resistance.
- The Deck Chairs of the Titanic: Strategy
- Much of what we call work is about as effective and relevant as rearranging the deck chairs
of the Titanic. We continue our exploration of futile and irrelevant work, this time emphasizing
behaviors related to strategy.
- Workplace Anti-Patterns
- We find patterns of counter-effective behavior — anti-patterns — in every part of life,
including the workplace. Why? What are their features?
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
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- The Power Affect: How We Express Our Personal Power
- Many people 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.