Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 17, Issue 40;   October 4, 2017: Meeting Troubles: Culture

Meeting Troubles: Culture

by

Sometimes meetings are less effective than they might be because of cultural factors that are outside our awareness. Here are some examples.
A typical standup meeting

A typical standup meeting. Photo (cc) Klean Denmark courtesy Wikimedia.

Organizational culture is the set of attitudes, values, norms, and beliefs widely held by members of the organization. The elements of culture need not be self-consistent, but they affect the organization's goals, strategies, and structure, and its approaches to setting and achieving its objectives. The people of the organization need not be aware of every cultural element, nor is their behavior always consistent with the culture.

Culture can contribute to troubles in meetings. For example, if harmony is highly valued, people try to please — and avoid displeasing — each other. These tendencies can elevate the chances of taking a Trip to Abilene, which happens when everyone in a group agrees to a proposal that nobody actually wants, because they all believe that everyone else favors it.

Here are three examples of meeting troubles that have cultural causes.

Insufficient facilities
Organizations can sometimes be shortsighted about cost control. They invest too little in meeting facilities, especially those for virtual teams, which have expensive requirements. Scarcity of adequate facilities causes teams to claim time slots in advance of known needs. Once they claim a time slot, they feel obliged to meet, and to use the entire slot. This sense of pressure to meet can lead to a waste of everyone's time. If teams cannot secure the facilities they need, they meet in settings unsuited to the task — for example, an audio-only virtual workspace to conduct discussions that actually need an electronic whiteboard. When such mismatches occur, groups tend not to account for the shortcomings of the meeting setting. Meetings run overtime and output quality suffers.
Reducing facilities Cultures that value teamwork
sometimes confuse working
together with getting together
expense is often the most expensive strategy, if we account for the cost of the resulting delays and bad decisions.
Serial submeetings
Cultures that value teamwork sometimes confuse working together with getting together. Often, a team meets as one, when meeting as subteams would be more effective. One indicator of this pattern is a meeting consisting of serial submeetings — a sequence of discussions in which few people are involved or qualified to contribute. Each subteam takes its turn, while everyone else looks on.
For increased effectiveness, the team could have the subteams meet in parallel or at times they choose, reporting afterwards to the whole any issues or surprises. This creates free time for the team to assemble to address shared issues, or to connect socially.
Ritualized standups
Standup meetings are increasingly popular, especially in organizations that value Agile processes. Standups are supposedly shorter because of the discomfort of standing. But they don't help at all unless the content of the meeting is suited to that form, which works best for quick check-ins, for a total of at most 15 minutes.
Extended discussion of complex issues still requires chairs, a table, and maybe other equipment — like a notepad or a laptop and projector. Use a standup only when it fits the agenda.

You've probably seen other examples of cultural causes of meeting troubles. Send them along and I'll include them in a future installment of this growing collection.  Meeting Troubles: Collaboration First issue in this series  Go to top Top  Next issue: Missing the Obvious: I  Next Issue

101 Tips for Effective MeetingsDo 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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Related articles

More articles on Effective Meetings:

Heiltskuk Icefield, British ColumbiaFinding 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.
C. Northcote Parkinson in 1961Meeting Troubles: Collaboration
In some meetings, we collaborate not in reaching objectives, but in preventing our doing so. Here are three examples of this pattern.
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In teams, acknowledging people for their contributions is essential for encouraging high performance. Failing to do so can be expensive. Three patterns of contribution misattribution are especially costly: theft, rejection/transmigration, and eliding.
A scientifically accurate atomic model of the external structure of the SARS-CoV-2Gratuitous Use of Synonyms, Aliases, and Metaphors
The COVID-19 pandemic has permanently changed how we work. We're now more virtual than before. In this new environment, synonyms, aliases, and metaphors can pave the path to trouble. To avoid expensive mistakes, our use of language must be more precise.
The rabbit that went down the rabbit holeWhy Meetings Go Down Rabbit Holes
When a meeting goes "down the rabbit hole," it has swerved from the planned topic to detail-purgatory, problem-solving hell, irrelevance, or worse. All participants, not only the Chair, contribute to the problem. Why does this happen?

See also Effective Meetings and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

A white water rafting team completes its courseComing December 11: White Water Rafting as a Metaphor for Group Development
Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
Tuckman's stages of group developmentAnd on December 18: Subgrouping and Conway's Law
When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.

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