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.
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 Effective Meetings:
- TINOs: Teams in Name Only
- Perhaps the most significant difference between face-to-face teams and virtual or distributed teams
is their potential to develop from workgroups into true teams — an area in which virtual or distributed
teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.
- Blind Agendas
- Effective meetings have agendas. But even if a meeting has an agenda, the hidden agendas of participants
can cause trouble. Another source of trouble, less frequently recognized, is the blind agenda.
- The End-to-End Cost of Meetings: I
- By now, most of us realize how expensive meetings are. Um, well, maybe not. Here's a look at some of
the most-often overlooked costs of meetings.
- Allocating Airtime: I
- The problem of people who dominate meetings is so serious that we've even devised processes intended
to more fairly allocate speaking time. What's happening here?
- Polychronic Meetings
- In very dynamic contexts, with multiple issues to address, we probably cannot rely on the usual format
of single-threaded meeting with a list of agenda items to be addressed each in their turn. A more flexible,
issue-driven format might work better.
Forthcoming issues of Point Lookout
- Coming July 18: High Falutin' Goofy Talk: III
- Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases, which I like to call high falutin' goofy talk. We use these phrases with perhaps less thought than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection of phrases and images to avoid. Available here and by RSS on July 18.
- And on July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
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As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
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- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
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