Costs of the Catch-Me-Up Anti-Pattern: II

We began last time exploring the costs of meeting interruptions that happen when a late arrival asks for a recap of what has already occurred. We noted that meeting leads, anticipating late arrivals, sometimes front-load their agendas with less-important items. We discussed the resentments and annoyance that habitual late arrivals can generate. And we sketched how accommodating late arrivals can create more late arrivals.

But requests for recaps can degrade the quality of meeting output in other ways. Here are four examples.

Distraction

The people who were present before the late arrival arrived have already heard what's being repeated. That's one reason why some of them regard recaps as opportunities not to pay attention. They check out. In virtual meetings, there's plenty to distract them. Examples: games, email, desk drawer contents rearranging, and if they're in the right place, people watching. For the meeting lead, bringing the distracted back to Planet Earth might be challenging. The time lost in a two-minute recap can become three minutes, four minutes, or more. Hopefully, nothing important happens before the distracted return to Earth.

Debate about the recap

Occasionally, delivering a recap exposes a disagreement about what actually occurred. Strong disagreements, though possible, are rare, but resolving even minor disagreements about the content of the recap can take additional time. Worse, toxic conflict can erupt if the meeting Lead uses the power of the chair to rewrite history even slightly by presenting a biased recap.

Loss of thread

Even if there is agreement about the recap, the interruption itself can cause people to lose the thread of the discussion. In most discussions, some participants who weren't speaking at the time of the interruption might have had contributions in mind. When the action resumes, some might remember what they were about to say, but some won't. That's why, after interruptions, we sometimes hear, "Where were we?" or "Now, you were about to say…" or "What were you saying?" or, unbelievably, "What was I saying?" In some cases, when an important contribution is lost, even temporarily, or when people cannot remember the context of the interrupted discussion, the cost can be incalculable.

Opportunity cost

The time Four more ways in which
a late arrival's request
for a recap can degrade
meeting outputspent on delivering recaps, including debating their content, could have been spent on other agenda items. And if that were done, it's possible that the outcomes of those discussions might have been improved. But time is just one factor worth considering. People have a finite supply of energy for thought or self-regulation, and if we spend it on recaps and their associated distractions, resentments, and frustrations, it isn't available for real work.

Perhaps the most significant cost is interruption of flow. [Csíkszentmihályi 1990] Flow occurs when someone is immersed in an activity, intensely focused, and fully involved. Interrupting a meeting that is in flow can halt its creativity. Because recovery might not occur in that meeting, we may never know the cost of the lost creativity.   First issue in this series   Top    Next Issue

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Footnotes

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Forthcoming issues of Point Lookout

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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