Anthropologist Edward Twitchell Hall, Jr. (1914-2009) developed fundamental concepts for describing how we experience space and time [Hall 1920]. He introduced the concepts of monochronic time and polychronic time, which are two different ways human cultures relate to time. People and groups with a monochronic orientation (M-People) are more comfortable undertaking only one task at a time, in a linear sequence. When M-People must tackle more than one task in an hour, they divide the hour into blocks, each dedicated to one task. When groups of M-People must work on multiple tasks at once, they divide into subgroups focused on one task at a time.
People and groups with a polychronic orientation (P-People) regard time more in terms of tasks than in terms of clocks or calendars. For example, on farms, time is defined by what's happening. Examples: it's time for planting, for harvest, for haying, for milking, or for breakfast. More than one thing can be happening at any given time.
In meetings of M-People, only one person has the floor at a time. M-People address their agenda items one by one. After they deal with an agenda item, they don't return. (Well, they do sometimes return, but they aren't comfortable when they do) A meeting of P-People might have several people talking at once, bouncing from topic to topic as the discussion requires. M-People are uncomfortable in P-style meetings; P-People are similarly uncomfortable in M-style meetings.
Most advice about effective meetings is M-style advice: have an agenda, schedule all items, avoid sidebars, and the like. But M-style meetings work well only when we understand the issues well, and we know where each discussion might lead. Unfortunately, the universe doesn't always work like that, especially in technical emergencies. Just as there's a place for monochronic meetings, there?s also a place for polychronic meetings. Here are some indicators of the need to adopt a polychronic orientation.
- Many people want to speak
- If many people want to speak, a single-threaded discussion is probably unworkable. Consider reconfiguring the meeting as a set of fluid caucuses, organized around the issues of interest, with people free to move from caucus to caucus as they wish or as they're needed. For face-to-face meetings, a single large room works best. For virtual meetings, you'll need additional virtual environments, one for each caucus. After 15 minutes or so, reconvene to determine if things have settled down.
- There's debate about agenda order
- When people disagree Polychronic meetings can be
daunting for people accustomed
only to monochronic meetingsabout the order of the items in the meeting, it's possible that there is agenda tangle: A depends on B depends on C depends on A, for example. If so, there is no correct order. Stop debating the order, and break into fluid caucuses, as above.
- Unexpected agenda tangles crop up repeatedly
- At times, people will be comfortable with a linear agenda, and the tangles and dependency loops among the agenda items won't become clear until discussion is underway. When dependencies have emerged, and the agenda begins to break down, abandon it. Reconfigure the meeting as fluid caucuses to explore those dependencies and to separate out any topics that can be addressed in a monochronic meeting first. When that work is pushed as far as possible, work on what's left in a polychronic format as above.
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More articles on Effective Meetings:
- Decisions, Decisions: II
- Most of us have participated in group decision-making. The process can be frustrating and painful, but
it can also be thrilling. What processes do groups use to make decisions?
- Is the Question "How?" or "Whether?"
- In group decision-making, tension sometimes develops between those who favor commitment to the opportunity
at hand, and those who repeatedly ask, "If we do that, how will we do it?" Why does this happen?
- Virtual Trips to Abilene
- One dysfunction of face-to-face meetings is the Trip to Abilene, which leads groups to make decisions
no members actually support. It can afflict virtual meetings, too, even more easily.
- Allocating Airtime: I
- The problem of people who dominate meetings is so serious that we've even devised processes intended
to more fairly allocate speaking time. What's happening here?
- Characterization Risk
- To characterize is to offer a description of a person, event, or concept. Characterizations are usually
judgmental, and usually serve one side of a debate. And they often make trouble.
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- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
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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.