Interrupting contributors in meetings is a problem of long standing. Some interruptions are necessary and beneficial. For example, in rapidly changing situations, urgency might require pre-empting the normal order of a meeting. Because most groups have customs that permit these and other beneficial interruptions, they cause little difficulty unless the customs are abused.
More problematic are the interruptions that are little more than lightly cloaked power or dominance displays, or which arise out of anger, revenge, or disrespect for the person speaking. My focus here is the most common (and interesting) case, which involves problematic, frequent interruptions by one individual who's a peer or near-peer of the people he or she interrupts.
The effects of interruptions are growing more costly, because these days we conduct more of our meetings through electronic media — mostly telephone, but video and Web-based media too. Compared to face-to-face conversations, electronically mediated conversations are more affected by interruptions, because understanding two people speaking simultaneously is more difficult in electronic media than it is when we're face-to-face. And some electronic media can't even transmit the speech of two individuals simultaneously. Some systems choose just one at a time.
In electronically mediated conversation, interruptions induce frustration on the part of the person being interrupted. They can deprive listeners of access to important contributions. The results can affect the quality of group decisions.
Individuals who know how to deal with chronic interrupters can therefore help to enhance group effectiveness. Here's a survey of some tactics people use for dealing with chronic peer interrupters.
- Pause strategically
- I mentioned this tactic in an earlier issue, but it bears repeating. As we speak, some of our listeners are actually just waiting — they're looking for cues so they can jump in. They interpret pauses as cues. Pausing at punctuation — the period at the end of a sentence or the comma between two clauses — especially when accompanied by a breath, invites interruption. To avoid this, pause for breath only in mid-clause.
- Talking In electronically mediated conversation,
interruptions can deprive listeners of
access to important contributionsthis way is unnatural at first. For example, consider, "If only we had selected Vendor #2, <pause> the project would be on time." Compare that to: "If only we had selected Vendor #2, the project <pause> would be on time." Weird, but with practice it gets easier.
- Make valuable contributions
- If you're known for making valuable contributions, chronic interrupters are more likely to refrain from interrupting you, because others in attendance are more likely to object to interruptions when they occur.
- One problem with this tactic is that making valuable contributions consistently is difficult. But filtering your contributions to screen out your more mundane or questionable remarks does help. Try waiting occasionally to see if someone else says what you were about to say. The more frequently you find others contributing what you had in mind, the more necessary it is to work on enhancing the originality and value of your remarks.
- Don't ramble
- When people ramble, they're more likely to be interrupted, because of the incoherence of what they're saying, and because they usually pause more as they try to find something to say.
- Rambling is more likely to occur when you've started to speak before you really know what you want to say. So think before you speak. If you find yourself rambling — or about to ramble — stop talking. When you aren't talking, you can't be interrupted.
Next time I'll examine four more tactics people use to avoid being interrupted by peers while speaking in meetings. 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:
- When Power Attends the Meeting
- When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost
inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting
in on the meetings of your subordinates.
- Social Distancing for Pandemic Flu
- It's time we all began to take seriously the warning about a possible influenza pandemic. Whether or
not your organization has a plan, you can do much to reduce your own chances of infection, and the chances
of mass infection, by adopting a set of practices known as social distancing.
- TINOs: Teams in Name Only
- Perhaps the most significant difference between face-to-face teams and virtual or distributed teams
is their potential to develop from workgroups into true teams — an area in which virtual or distributed
teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.
- Rationalizing Creativity at Work: II
- Creative thinking at work can be nurtured or encouraged, but not forced or compelled. Leaders who try
to compel creativity because of very real financial and schedule pressures rarely get the results they
seek. Here are examples of tactics people use in mostly-futile attempts to compel creativity.
- Chronic 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.
See also Effective Meetings and Effective Communication at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming March 29: Time Slot Recycling: The Risks
- When we can't begin a meeting because some people haven't arrived, we sometimes cancel the meeting and hold a different one, with the people who are in attendance. It might seem like a good way to avoid wasting time, but there are risks. Available here and by RSS on March 29.
- And on April 5: The Fallacy of Division
- Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results. Available here and by RSS on April 5.
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