The End-to-End Cost of Meetings: II

Last time, we examined some foundational costs of meetings — invitations, the facility, and transport to and from. Let's now examine preparation activities. They aren't free, and some aren't cheap.

Rescheduling

When we reschedule meetings not yet held, we might poll the attendees, who must then respond to the poll. Some might have to reschedule commitments of their own to attend the newly rescheduled meeting. A cascade of little tasks can form, and since it potentially affects all attendees, its cost can be significant, though we rarely measure it or even estimate it.

Publishing minutes and podcasts

At first, one might think that there's a significant cost for reading minutes, because everyone has to do it. But hardly anybody reads minutes. On the other hand, someone does take minutes, writes them up, and posts them. And if there's a podcast, someone has to do that. Because scribing is usually a one-person job, we think of it as low-cost. But we lose access to this person's contributions during the meeting, because it's difficult to take minutes and participate fully. That lost access can have expensive consequences.

Preparing the agenda

You can save time on preparing agendas by not having them, but the cost is enormous, because meetings take longer and accomplish less — much of it wrong. So you have to do an agenda, but you can save time by not asking anyone for contributions. Nah, that doesn't work so well either, because meeting participants together compile agendas better than any one person can alone. So you end up having to poll people for contributions, and whenever you need to involve everyone in anything, costs climb. The costs in this case are worth it. They're just not zero. Really not zero.

Preparing introductions

Some meetings begin with rounds of introductions. Some skip the introductions, but instead circulate bios of attendees. Both approaches take time. For oral intros, attendees must plan what they'll say. Rescheduling a meeting triggers a
cascade of little tasks, whose
total cost can be significantFor written bios, attendees must write them, and someone has to compile them or provide a place where they can be posted. For recorded intros, attendees must plan, write, and deliver them. Some will even rehearse. It all takes time, and since everyone gets involved, the time taken can be significant.

Distributing materials

If materials accompany the meeting, the time to prepare them is usually accounted for. But the time to assemble them into distribution packages and get them delivered might not be. Such efforts usually get allocated to a bulk account that covers many different groups, if they are accounted for at all. The more often you meet, the more of these tasks you have. Find a way to meet less often.

Are you getting the idea that meetings cost more than you thought? I hope so. More next time.   First issue in this series    Next issue in this series   Top    Next Issue

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See also Effective Meetings and Effective Meetings for more related articles.

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Coming 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.

And 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.

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