Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 18, Issue 1;   January 3, 2018: Polychronic Meetings

Polychronic Meetings

by

Last updated: December 16, 2019

In very dynamic contexts, with multiple issues to address, we probably cannot rely on the usual format of single-threaded meeting with a list of agenda items to be addressed each in their turn. A more flexible, issue-driven format might work better.
The squash harvest

The squash harvest. Typically many different crops are harvested at about the same time.

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 meetings
about 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.

Polychronic meetings can be daunting for people accustomed only to monochronic meetings. Keep them short, and try polychronic formats for the first time in a non-emergency context. Go to top Top  Next issue: On Reporting Workplace Malpractice  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!

Footnotes

[Hall 1920]
Hall, E.T. The Silent Language. New York: Anchor Books, 1973. Order from Amazon. Back

Your comments are welcome

Would you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Effective Meetings:

A thermometerTake Regular Temperature Readings
Team interactions are unimaginably complex. To avoid misunderstandings, offenses, omissions, and mistaken suppositions, teams need open communications. But no one has a full picture of everything that's happening. The Temperature Reading is a tool for surfacing hidden and invisible information, puzzles, appreciations, frustrations, and feelings.
Images of people captured in a phoneToward More Engaging Virtual Meetings: I
Keeping attendees engaged in virtual meetings is a widely sought but rarely achieved objective. Here is Part I of a set of simple techniques to help facilitators enhance attendee engagement.
Attending a virtual meeting, but disengagedToward More Engaging Virtual Meetings: II
Here's Part II of a set of simple techniques to help virtual meeting facilitators enhance attendee engagement.
Mohandas K. Ghandi, in the 1930sChronic Peer Interrupters: II
People use a variety of tactics when they're interrupted while making contributions in meetings. Some tactics work well, while others carry risks of their own. Here's Part II of a little survey of those tactics.
A meeting that's probably a bit too largeA Pain Scale for Meetings
Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action.

See also Effective Meetings and Virtual and Global Teams for more related articles.

Forthcoming issues of Point Lookout

Child's toys known as Chinese finger trapsComing April 15: Incompetence: Traps and Snares
Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 15.
A portion of the Viet Nam Veterans Memorial in Washington, D.C.And on April 22: Intentionally Misreporting Status: I
When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 22.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Bullet Points: Mastery or Madness?

DecisBullet Point Madnession-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

Here are some dates for this program:

The Power Affect: How We Express Our Personal Power

Many The Power Affect: How We Express Personal Powerpeople 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.