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:
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- What makes a great team? What traits do you value in teammates? Project teams can learn a lot from the
latest thinking about designing teams for extended space exploration.
- Making Meaning
- When we see or hear the goings-on around us, we interpret them to make meaning and significance. Some
interpretations are thoughtful, but most are almost instantaneous. Since the instantaneous ones are
sometimes goofy or dangerous, here's a look at how we make interpretations.
- The Focusing Illusion in Organizations
- The judgments we make at work, like the judgments we make elsewhere in life, are subject to human fallibility
in the form of cognitive biases. One of these is the Focusing Illusion. Here are some examples to watch for.
- You Might Be Stressed If…
- A little stress once in a while keeps us sharp, but chronic intense stress shortens lives. Stress can
build gradually, out of our awareness. Here are some indicators of chronic intense stress.
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
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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.