Designing meeting agendas can be tricky business. Considerations include logical flow, partial attendance by those with conflicting commitments, time zone differences, and the politics of the pecking order, among other factors. Recent advances in psychology [Baumeister 2011] are suggesting additional constraints — ego depletion and decision fatigue.
Ego depletion is the idea that we have limited energy available for regulating our own behavior, until we rest and recover. Numerous experiments have produced results consistent with this hypothesis. Closely related is the idea of decision fatigue. People seem to have limited energy available for the kinds of complex trade-offs associated with difficult decisions.
These two phenomena affect meetings in different ways, though they are closely related and often overlapping.
Ego depletion manifests itself when we tire of exerting self-control, as when we stifle expressions of anger or frustration, or when we try to conform to social expectations despite how we really feel. It degrades our ability to control ourselves.
Ego depletion is a risk whenever meeting agendas have the more heated debates at the end of the meeting. (I call such agendas "inverted.") During the meeting, slights, affronts, misunderstandings, and insults are possible. In some meetings, they're likely. Anyone who tries to deal with these incidents by controlling their urges to wring someone else's scrawny little neck, for example, is at elevated risk of ego depletion. By the time we arrive at the last items of an inverted agenda, some people might not have energy enough for self-control. Nasty interactions are more likely. To limit this risk, place at the top of the agenda any debates likely to become heated.
Some meeting chairs actually want some participants to lose control. These chairs might exploit ego depletion to achieve their own devious ends. Beware.
Decision fatigue sets in when we've wrestled with difficult decisions for even a short time, or when we've spent significant time on less-than-critical decisions. Consider the agenda for a meeting in which we rank a series of product defects. Because decision fatigue tends to make us controversy-averse, and because higher severity assignments for defects tend to provoke controversy, defects discussed early in the agenda tend to be classified as more severe.
In meetings In meetings in which we're
allocating enterprise resources,
decision quality degrades
as time goes onin which we're allocating enterprise resources, decision quality also degrades as time goes on. Because increasing resource allocations beyond current resource levels tends to create more controversy, and because decision fatigue makes us controversy-averse, current levels tend to prevail when decision fatigue takes hold. That's one reason why departments seeking significant resource increases tend to do better if they appear near the top of the agenda. Meeting chairs who know about this phenomenon might exploit it. Beware.
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
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.
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.
More articles on Emotions at Work:
- Cellf Esteem
- When a cell phone goes off in a movie theater, some of us get irritated or even angry. Why has the cell
phone become so prominent in public? And why do we have such strong reactions to its use?
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
- Scope Creep and the Planning Fallacy
- Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some
organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes
can't be addressed with management methodology. Its causes might be, in part, psychological.
- How to Listen to Someone Who's Dead Wrong
- Sometimes we must listen attentively to someone with whom we strongly disagree. The urge to interrupt
can be overpowering. How can we maintain enough self-control to really listen?
- Getting Value from Involuntary Seminars
- Whatever your organizational role, from time to time you might find yourself attending seminars or presentations
involuntarily. The value you derive from these "opportunities" depends as much on you as on
Forthcoming issues of Point Lookout
- Coming June 3: Capability Inversions and the Dunning-Kruger Effect
- A capability inversion occurs when the person in charge of an effort is far less knowledgeable about the work involved or its purpose than are the people doing that work. In capability inversions, the Dunning-Kruger effect can intensify group dysfunction, sometimes severely disrupting the effort. Available here and by RSS on June 3.
- And on June 10: They Don't Reply to My Email
- Ever have the experience of sending an email message to someone, asking for information or approval or whatever, and then waiting for a response that comes only too late? Maybe your correspondent is an evil loser, but maybe not. Maybe the problem is in your message. Available here and by RSS on June 10.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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 words in your inbox in one hour. License any article from this Web site. More info
- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.
Here are some dates for this program:
- Time: 12:00 Eastern Time. Place: Wherever you are. It's a
Webinar.: June 24, Monthly Webinar, sponsored by Technobility Webinar Series. Register now.
- Time: 6:00 PM Eastern Time. Place: Wherever you are. It's
a Webinar.: June 24, Monthly Webinar, sponsored by Technobility Webinar Series. Register now.
- Time: 12:00 Eastern Time. Place: Wherever you are. It's a Webinar.: June 24, Monthly Webinar, sponsored by Technobility Webinar Series. Register now.
- 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.