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
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More articles on Effective Meetings:
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- When the Chair Is a Bully: I
- Most meetings have chairs or "leads." Although the expression that the chair "owns"
the meeting is usually innocent shorthand, some chairs actually believe that they own the meeting. This
view is almost entirely destructive. What are the consequences of this attitude, and what can we do about it?
- Virtual Brainstorming: I
- When we need to brainstorm, meeting virtually carries a risk that our results might be problematic.
Here's Part I of some steps to take to reduce the risk.
- Favor Symmetric Virtual Meetings
- Virtual meetings are notorious for generating more frustration than useful output. One cause of the
difficulties is asymmetry in the way we connect to virtual meetings.
- A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem
is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional
activity, we can use the data to spot trends and take corrective action.
Forthcoming issues of Point Lookout
- Coming January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
- And on February 5: Unrecognized Bullying: I
- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
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- 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.
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