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.
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:
- Games for Meetings: III
- We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized
games. Here's Part III of a little catalog of some of our favorites, and what we could do about them.
- Decisions, Decisions: I
- 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? How do we choose the right
process for the job?
- 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.
- Costs of the Catch-Me-Up Anti-Pattern: II
- When we interrupt a meeting to recap the action so far for a late-arriving attendee, the cost of the
recap itself is just the beginning. There are some less-obvious costs that can be even greater.
- Polychronic Meetings
- 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.
Forthcoming issues of Point Lookout
- Coming November 20: Paid-Time-Off Risks
- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
- And on November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
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- The Race to the South Pole: Ten Lessons for Project Managers
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. Lessons abound. Read more about this program.
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- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November 21, Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute. Register now.
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