Meeting hijacking is widely defined as the result of the behavior of an individual who insists that the meeting participants discuss his or her preferred topic, instead of whatever is currently on the agenda. Although that situation could be a hijacking, the problem is both subtler and more complex.
In the next issue, we'll catalog techniques hijackers use to hijack meetings. For now, let's explore why people try to hijack meetings.
In what follows, I'll use the names Horace or Harriet to refer to the attempted hijacker, in place of the awkward form "he or she."
- Some people hijack meetings to gain control of the group. They care less about content than they do about controlling the process. For example, they might want to undermine the chair's authority, hoping to demonstrate the chair's unsuitability for the role. Or they might be acting on behalf of powerful people, who might not even be present, if those people want the group to fail in its mission, for political reasons. Motivations abound.
- Those who seek control of the meeting are not always "control addicts." Sometimes people seek control quite rationally, if for nefarious purposes.
- Urgent sincerity
- When Horace The choice of response to hijack
attempts depends to some extent
on the motives of the hijackersurgently and sincerely believes that an issue must be addressed immediately, and when private attempts to convince the chair have failed to do so, he might attempt a hijacking. In one variety of urgent sincerity, Horace is laboring under a misapprehension of the actual issues facing the meeting. He might be either confused or misled by others. One can, after all, be sincerely mistaken.
- Horace can accept that the matter won't be addressed, or alternatively, he can try to persuade the other participants during the meeting. The latter alternative fits most definitions of hijacking. Appropriate responses to such actions differ markedly from responses to the more nefarious control-motivated tactics.
- Harriet might not actually care much about the agenda she's disrupting, but she does disrupt it because of an agreement she made with someone who does care. Typically this happens when Harriet's co-conspirator, Horace, cannot hijack the meeting himself. He might have acquired a reputation that has put the meeting chair on guard, or he might not be present. He might have an obvious conflict of interest that would undermine his direct attempts to hijack the meeting, whereas Harriet's attempts might be more likely to appear to be sincere.
- Most conspiracies are easily detected, but they often escape consideration as possible explanations for hijacking behavior because the idea seems so elaborate. Some feel reluctant to share the thought of conspiracy with others for fear of seeming "paranoid," to use the term in the lay sense. Conspiracies are most effective when they target people who can't accept their existence.
Motivations for hijack attempts vary widely. Your choice of response depends on what you think is actually happening. We'll examine hijacking techniques next time, and prevention in the issue after that. Next in this series Top Next Issue
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? rbrenfPisQwhtshXzxJVvner@ChacUYLEiQVcXCoqJzufoCanyon.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 Effective Meetings:
- Figuring Out What to Do First
- Whether we belong to a small project team or to an executive team, we have limited resources and seemingly
unlimited problems to deal with. How do we decide which problems are important? How do we decide where
to focus our attention first?
- Problem Defining and Problem Solving
- Sometimes problem-solving sessions are difficult because we get started solving a problem before we
know what problem we're solving. Understanding the connection between stakeholders, problem solving,
and problem defining can reduce conflict and produce better solutions.
- Problem Not-Solving
- Group problem solving is a common purpose of meetings. Although much group problem solving is constructive,
some patterns are useless or worse. Here are some of the more popular ways to engage in problem not-solving.
- Costs of the Catch-Me-Up Anti-Pattern: II
- When we interrupt a meeting to recap the action so far for a late-arriving attendee, the cost of the
recap itself is just the beginning. There are some less-obvious costs that can be even greater.
- Stone-Throwers at Meetings: II
- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from
embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can
chairs do about stone-throwers?
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenfPisQwhtshXzxJVvner@ChacUYLEiQVcXCoqJzufoCanyon.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
- 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.
- 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.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.