Preventing Sidebars

As we discussed last time, sidebars in meetings arise for a variety of reasons, including boredom, irrelevance, habit, confusion, intentional disruption, and more. Understanding some causes of sidebars helps us find strategies and tactics for preventing them. For serial meetings of people who work together over a period of time, several approaches are available.

Have ground rules or norms

Clarity about norms or behavioral expectations is essential. Agree together not to engage in sidebars. When a sidebar happens, agree that anyone in the meeting can ask the chair for order, but only the chair can ask the meeting in general for order. The knowledge that everyone is empowered to ask for order deters those who might be contemplating initiating a sidebar.

Focus agendas

Wide-ranging agendas contribute to sidebars by including topics so varied that there are always some people uninterested in whichever agenda item is current. Uninterested people, at times, don't feel a need to pay attention. Keep the agenda narrow enough that everyone wants to pay attention.

Focus invitation lists

Interest in the discussion prevents sidebars. If possible, limit the invitation list to people who are interested in all or most agenda items. Focusing the invitation list makes focusing the agenda easier. Focusing the agenda necessitates focusing the invitation list.

Shorten meetings

Focusing agendas and invitation lists might be possible only if we replace that single weekly meeting we've been having, with two shorter, more sharply focused meetings. Shortening meetings also reduces the likelihood that attendees might need to step out (physically, electronically, or mentally) to attend to other pressing matters.

Shorten attendee contributions

Long-winded, low-information contributions to the discussion create in some people the urge to converse about something else. Explicitly request that contributions be brief, relevant, and on point.

Limit exchanges

Sometimes two attendees, recognized by the chair, strike up an exchange that few of the others have the background or desire to follow closely or understand. The participants in the exchange toss the ball back and forth, and eventually the minds of the other attendees begin wandering. Sidebars erupt. Limit this behavior by agreeing to a three-exchange limit between attendees.

Limit presentation length

Limiting Understanding some causes of
sidebars helps us find strategies
and tactics for preventing thempresentation length compels presenters to get to the point and eliminate fluff, which increases information density, and therefore reduces listeners' urges to participate in sidebars.

Avoid specialized discussions

Specialized, technical discussions are more likely than most to captivate only a few attendees. The minds of others then tend to wander, and sidebars can erupt. Keep discussions accessible to all. If a discussion wanders into territory accessible only to specialists, defer it, or allocate it to a committee or task force.

Know how to deal with malevolence

As discussed last time, some sidebars are intended to disrupt the meeting. Such behavior is a performance issue. Unless the offender is someone you directly supervise, address the issue with the offender's supervisor.

Despite your best efforts, some sidebars might still erupt. Our topic next time will be ending them. First in this series | Next in this series  Top    Next Issue

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See also Effective Meetings and Personal, Team, and Organizational Effectiveness for more related articles.

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Coming March 27: Stone-Throwers at Meetings: II

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And on April 3: Career Opportunity or Career Trap: I

When we're presented with an opportunity that seems too good to be true, as the saying goes, it probably is. Although it's easy to decline free vacations, declining career opportunities is another matter. Here's a look at indicators that a career opportunity might be a career trap. Available here and by RSS on April 3.

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