You've done whatever you could in advance, but it didn't prevent an attempted hijacking of the meeting, because it appears that a meeting participant might be trying to steer the meeting away from the agenda. What can you do? Here are some guidelines for the meeting chair or facilitator who is responding to hijacking behavior. In what follows, we'll use the names Horace or Harriet to refer to the hijacker.
- Adhere to established procedure
- However outrageous or insulting Horace's behavior becomes, be calm and respectful. Do nothing that would seem heavy-handed or offensive, or which can seem to be an abuse of the chair's power. Such tactics can arouse sympathy among other participants or possible future hijackers. Hijackers, especially Horace, can use that sympathy to disrupt the agenda. If established procedures aren't sufficient for controlling hijackers, the time to add such tools is in advance of the hijacking incident.
- Allocate time to each agenda item
- Adhering to a pre-determined schedule creates a desire in other participants to keep the discussion on topic. This helps chairs when they rule contributions out of order or when they determine that they're unrelated to the current agenda item. With each such ruling against Harriet, her efforts to marshal the sympathy of other participants become less productive.
- Recognize that some deviations from the agenda aren't hijacking
- Some people don't realize that their contributions are off topic. They're sincerely exuberant. Treating them as if they were hijackers can seem to be gratuitous spitefulness on the part of the chair. Actual hijackers can exploit the chair's mishandling of these incidents to gain sympathy for their disruptive behavior.
- Don't recognize other participants in Horace's place
- Recognizing someone other than Horace, out of turn, can be a tempting method for depriving him of opportunities to redirect the discussion. But it can also seem to be abuse of the chair's power. Maintain your normal practice for recognizing speakers.
- Don't interrupt Harriet's attempts to shift the discussion
- Having recognized Some people don't realize
that their contributions
are off topic. They're
sincerely exuberant.Harriet, interrupting her as she tries to hijack the meeting can also appear to be abuse of the chair's power. Comments such as, "Please get to the point," or "That isn't related to the current topic," can seem abrasive. When Harriet has finished, if her comments were explicitly forbidden by the not-agenda, advise the meeting at large of that fact. If it appears that she departed from the agenda in some other way, add her point to the parking lot. If she objects, explain that she was out of order, and let the meeting decide whether or not the agenda needs adjusting. The time taken for such an agenda adjustment discussion must, of course, be taken from reserve, or from other agenda items. After the first such incident, most participants will likely recognize the disruptive behavior as disruptive.
If these approaches don't contain the hijacker, and if the hijacker's agenda threatens the group's mission, recognize that resolving the matter publicly is unlikely to succeed. Adjourn the meeting or call a recess and address the problem privately, enlisting assistance from supervisors if necessary. Such a move might not be an admission of failure. It can be the first step on the path to successful resolution. First in this series Top Next Issue
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More articles on Effective Meetings:
- When Meetings Boil Over
- At any time, without warning, you can find yourself in a meeting that boils over. Sometimes tempers
rise, then voices rise, and then people yell and scream. What can a team do when meetings threaten to
boil over — and when they do?
- Ending Sidebars
- We say that a sidebar is underway in a meeting when two or more meeting participants converse without
having been recognized by the chair. Sidebars can be helpful, but they can also be disruptive. How can
we end sidebars quickly and politely?
- Costs of the Catch-Me-Up Anti-Pattern: I
- Your meetings start on time, but some people are habitually late. When they arrive, they ask, "What
did I miss? Catch me up." This is an expensive way to do business. How expensive is it?
- Contributions, Open and Closed
- We can classify contributions to discussions according to the likelihood that they stimulate new thought.
The more open they are, the more they stimulate new thought. How can we encourage open contributions?
- Guidelines for Curmudgeon Teams
- The curmudgeon team is a subgroup of a larger team. Their job is to strengthen the team's conclusions
and results by raising thorny issues that cause the team to reconsider the path it's about to take.
In this way they help the team avoid dead ends and disasters.
Forthcoming issues of Point Lookout
- Coming May 29: Newtonian Blind Alleys: II
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- And on June 5: I Could Be Wrong About That
- Before we make joint decisions at work, we usually debate the options. We come together to share views, and then a debate ensues. Some of these debates turn out well, but too many do not. Allowing for the fact that "I could be wrong" improves outcomes. Available here and by RSS on June 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.