Before investigating techniques for preventing meeting hijacking, let's distinguish hijacking from another serious but unrelated issue that's often confused with hijacking. That behavior pattern is known as "meeting bullying." Bullying is any behavior undertaken with the primary purpose of inflicting physical or psychological harm on another. Although bullying can happen in meetings, most bullies prefer other settings, unless they're chairing the meeting, or unless they've already gained the acquiescence of the chair somehow, possibly by bullying or intimidation. Unless one of these conditions is met, the meeting chair is free to challenge the bully, which most bullies would experience as public humiliation. For this reason, much of what is commonly called meeting bullying is actually something else — outrageously bad behavior, or uncontrolled anger, to cite two examples.
Bullying, wherever it occurs, should be addressed by the bully's supervisor or by Human Resources officials. Meeting chairs typically can't do much about it. If bullying does occur in a meeting, the only safe course for the meeting chair is to immediately adjourn the meeting and consult with officials empowered to deal with such problems. Address the problem officially and privately.
Let's now explore how to prevent meeting hijackings. These approaches are founded on two principles. First, identify potential meeting hijackers in advance, and second, deprive them of opportunities for success. This prevention-based approach is yet another example of the idea that it's a lot easier to stay out of trouble than to get out of trouble.
Continuing our customary practice, we'll refer to our meeting hijackers as Horace or Harriet.
- Identify potential meeting hijackers
- Attributes of potential hijackers include a track record of past hijackings; energetic pre-meeting lobbying for an item to be included in the agenda; a sudden break in a pattern of skipping meetings; being a close friend of a known hijacker; a pattern of arriving late and asking for a "quick summary;" and so on.
- If Horace exhibits one or more of these indicators, consider having a conversation with him in advance of the meeting. If he is intent on disruption, try to find an accommodation that doesn't involve deviating from the agenda you've set. If you can't gain an agreement not to disrupt the meeting, or if the agreement you do secure is violated, then Horace is exhibiting a performance issue. Only his supervisor can deal with that.
- Limit the hijacker's access to tools
- The First, identify potential meeting
hijackers in advance, and
second, deprive them of
opportunities for successoverall goal of this limited-access strategy is to close the hijacker's access to the normal means of adjusting the agenda. For example, in advance of the meeting, the chair can solicit agenda items from attendees during a limited period.
- After rejecting with justification Harriet's proposed agenda item, the chair can close the agenda item solicitation and advise everyone that at the meeting the agenda will be open for addition of any items not previously deemed unsuitable for this meeting.
Techniques like these are eminently fair. They don't directly target any potential hijackers. Next time, we'll examine tactics for use in the meeting itself. First in this series | Next in this series Top Next Issue
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More articles on Effective Meetings:
- Think Before You PowerPoint
- Microsoft PowerPoint is a useful tool. Many of us use it daily to create presentations that guide meetings
or focus discussions. Like all tools, it can be abused — it can be a substitute for constructive
dialog, and even for thought. What can we do about PowerPoint abuse?
- 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.
- Why People Hijack Meetings
- When as chair of a meeting, you have difficulty completing a reasonable agenda, you might be the target
of a hijacking. Here's Part I of a series exploring meeting hijacking.
- Start the Meeting with a Check-In
- Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things
are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed.
- Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation
is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions
to brainstorm sessions.
Forthcoming issues of Point Lookout
- Coming November 30: Avoiding Speed Bumps: II
- Many of the difficulties we encounter when working together don't create long-term harm, but they do cause delays, confusion, and frustration. Here's Part II of a little catalog of tactics for avoiding speed bumps. Available here and by RSS on November 30.
- And on December 7: Reaching Agreements in Technological Contexts
- Reaching consensus in technological contexts presents special challenges. Problems can arise from interactions between the technological elements of the issue at hand, and the social dynamics of the group addressing that issue. Here are three examples. Available here and by RSS on December 7.
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