Although Agenda Despots seek complete control of their meetings' agendas, many organizational cultures value openness and collaborative approaches to meeting management. Many Agenda Despots must therefore feign openness to topics contributed by attendees. Here are seven methods for controlling the agenda without seeming to do so.
- Abuse the not-agenda
- A not-agenda is a list of topics that won't be addressed at the meeting. (See "First Aid for Painful Meetings," Point Lookout for October 24, 2001) Although most meetings don't specify not-agendas, not-agendas can be abused. One method is publishing the not-agenda before soliciting contributions for the agenda, thereby fending off contributions before they're offered.
- Freeze the agenda
- In this approach, Agenda Despots announce a freeze date after which topic contributions can't be considered. By setting this date early enough, or setting it to precede a significant scheduled news-generating event, the Agenda Despot can exclude disfavored topics that depend on late-breaking news.
- Don't solicit agenda contributions
- Some attendees need a little nudge before they dare contribute agenda topics. Some need reminders. By failing to provide nudges or reminders, Agenda Despots attenuate the contributed topic stream, and might even prevent disfavored contributions.
- Abuse the parking lot
- The "parking lot" is a list of topics and issues that arise during the meeting, and which aren't on the agenda. (See "Using the Parking Lot," Point Lookout for September 12, 2007) Parking lot abuse is the systematic ignoring of parked items. They're never addressed. In this way, Agenda Despots can continue to ignore topics that attendees might have contributed for the agenda in advance, and which the Agenda Despot nevertheless excluded from the agenda. If the contributors then raise their excluded topics during the meeting, the Agenda Despot parks them.
- Falsely promise inclusion
- When contributions do arrive, and one of them is unwelcome, the Agenda Despot can claim, "That topic would fit nicely in <name-of-already-included-topic>," which can mollify the contributor. At the meeting, the contributed topic is treated only cursorily, if at all.
- Reject contributions
- Rejecting contributions is always possible,Many of these techniques
are active deceptions but doing so can degrade the Agenda Despot's credibility, especially if he or she has solicited contributions. At times, the price might be worth paying, if the suggested topic is troublesome, and if the Agenda Despot has little credibility left to lose.
- Schedule disfavored topics for the end
- When Agenda Despots can't exclude from the agenda a suggested but disfavored topic, they can include it in the agenda, but schedule it near the end of the meeting. When earlier topics overrun their allotted times (if time allotments are published at all), the Agenda Despot, with great (but feigned) regret, can announce that "Regrettably, we must postpone this topic to a later date."
Many of these techniques are active deceptions, because they present the Agenda Despots as being open to contributions when in fact they are not. Using the concept of active deception, see how many additional techniques you can devise. First in this series Top Next Issue
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More articles on Effective Meetings:
- Asking Brilliant Questions
- Your team is fortunate if you have even one teammate who regularly asks the questions that immediately
halt discussions and save months of wasted effort. But even if you don't have someone like that, everyone
can learn how to generate brilliant questions more often. Here's how.
- How to Eliminate Meetings
- Reducing the length and frequency of meetings is the holy grail of organizational science. I've attended
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- Misleading Vividness
- Group decision-making usually entails discussion. When contributions to that discussion include vivid
examples, illustrations, or stories, the group can be at risk of making a mistaken decision.
- When the Chair Is a Bully: I
- Most meetings have chairs or "leads." Although the expression that the chair "owns"
the meeting is usually innocent shorthand, some chairs actually believe that they own the meeting. This
view is almost entirely destructive. What are the consequences of this attitude, and what can we do about it?
- Start the Meeting with a Check-In
- Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things
are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed.
Forthcoming issues of Point Lookout
- Coming August 5: Red Flags: III
- Early signs of troubles in collaborations include toxic conflict, elevated turnover and anti-patterns in communication. But among the very earliest red flags are abuses of power. They're more significant than other red flags because abuses of power can convert any collaboration into a morass of destructive politics. Available here and by RSS on August 5.
- And on August 12: Cognitive Biases at Work
- Cognitive biases can lead us to misunderstand situations, overlook options, and make decisions we regret. The patterns of thinking that lead to cognitive biases provide speed and economy advantages, but we must manage the risks that come along with them. Available here and by RSS on August 12.
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