Meetings are persistent objects of complaints and disdain. One source of trouble is a set of counter-effective patterns in which several people — and in some cases, all who are present — collaborate. Their behavior isn't necessarily conspiratorial, though it can be. The effect of their joint behavior is to prevent achieving the objectives they say they want to reach. Here are three examples of collaborative counter-effectiveness.
- The term bikeshedding applies when groups charged with attending to very important matters attend instead to somewhat-related trivialities. The more formal name for this phenomenon is Parkinson's Law of Triviality, first enunciated by C. Northcote Parkinson in 1957. Parkinson cited as an example a committee tasked with approving plans for a nuclear power plant. He compared the time spent on examining the reactor design to the time spent on examining the plans for the power plant's bike shed, and used that comparison to illustrate his Law of Triviality: "The time spent on any item of the agenda will be in inverse proportion to the sum [of money] involved."
- If you already record the time spent on each agenda item, use that data to determine the incidence of bikeshedding. If you don't collect such data, address that very serious deficit first. See "An Agenda for Agendas," Point Lookout for May 25, 2005, for more.
- Laptop walls
- If the meeting room has a long rectangular conference table, and everyone sitting on one side of the table pops open their laptops, the result is what my colleague Steve Ropa calls a "laptop wall" — possibly one for each side of the table. The laptop users might be taking notes, but they might also be doing almost anything else: playing games, updating Facebook pages, or checking on their family pets.
- Most Most meetings need only
one note-taker, or
perhaps one per languagemeetings need only one note-taker, or perhaps one per language. If distrust is so widespread that people want note-takers of their own, then deal with the trust issue directly, instead of trying to circumvent it with multiple note-takers.
- Attendance bloat
- When only one representative of each team, profession, department, or unit has been invited to a meeting, and their immediate colleagues experience that selection — and their own exclusion — as an offense, those not invited might advocate a boycott in which even the invited representative elects not to attend the meeting. The result for the meeting in question is lack of access to important perspectives and possibly essential knowledge. If the meeting organizer succumbs to this pressure tactic and invites those not initially invited, the result for future meetings can be "attendance bloat" and longer, drawn-out discussions, as the previously snubbed but now-invited attendees desperately try to prove their importance.
- Redundant representation of professions or organizational units is an expensive waste that makes meetings less effective. Deal with the resentments the created the boycott, rather than expanding attendance and letting resentments persist.
The meeting troubles described above generally require cooperative dysfunctional behavior. Next time, we'll examine systemic troubles in which nearly everyone feels entangled. 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!
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More articles on Effective Meetings:
- How to Ruin Meetings
- Much has been written about how to conduct meetings effectively. Here are some reliable techniques for
doing something else altogether.
- Finding the Third Way
- When a team is divided, and agreement seems out of reach, attempts to resolve the conflict usually focus
on the differences between the contrasting positions. Focusing instead on their similarities can be
a productive technique for reaching agreement.
- Preventing Sidebars
- Sidebar conversations between meeting participants waste time and reduce meeting effectiveness. How
can we prevent them?
- Virtual Blowhards
- Controlling meeting blowhards is difficult enough in face-to-face meetings, but virtual meetings present
next-level problems, because techniques that work face-to-face are unavailable. Here are eight tactics
for dealing with virtual blowhards.
- 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.
Forthcoming issues of Point Lookout
- Coming September 18: The Planning Fallacy and Self-Interest
- A well-known cognitive bias, the planning fallacy, accounts for many unrealistic estimates of project cost and schedule. Overruns are common. But another cognitive bias, and organizational politics, combine with the planning fallacy to make a bad situation even worse. Available here and by RSS on September 18.
- And on September 25: Planning Disappointments
- When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this? Available here and by RSS on September 25.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.