Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 19, Issue 12;   March 20, 2019: Stone-Throwers at Meetings: I

Stone-Throwers at Meetings: I

by

One class of disruptions in meetings includes the tactics of stone-throwers — people who exploit low-cost tactics to disrupt the meeting and distract all participants so as to obstruct progress. How do they do it, and what can the meeting chair do?
Stones: many, many stones.

Stones. Many, many stones. The singular advantage that stone-throwers have over other disrupters is that their ammunition is abundant. Stone-throwers use tactics that are virtually cost-free to them, while forcing their targets to expend precious resources in response.

Meetings are painful enough when everyone tries to reach the same objective, or almost the same objective. And they're tolerable even when some participants disagree about the objective, or how to get to the objective, provided the disagreement is an honest disagreement and everyone wants a constructive outcome. But what happens when there's a stone-thrower in the crowd? By "stone-thrower" I mean someone who doesn't care much about the objective everyone else cares about, or who has an entirely different objective in mind, and who works to prevent the meeting from making progress towards the objective everyone else is trying to reach.

If you've met a stone-thrower in a meeting that you chair, this article and the next are for you. But even if you aren't chairing the meeting that a stone-thrower is disrupting, you can help. Begin by understanding what your chair is trying to do to manage the disruptor. In the next issue, I'll provide more insights for non-chairs, but for now let's examine the chair's options.

There is one possibility we must set aside for another time. If the chair has been abusing the power of office, or has otherwise been acting dishonorably, it's possible that those who object to the chair's behavior have chosen obstruction as a remedy. Whether or not this is wise, and whether there might be alternatives, and how the chair can respond, are questions for another time. In this essay, I'm assuming that the chair has been acting honorably, and that the stone throwing has no legitimate purpose.

An example will clarify the issue. A favorite tactic of stone-throwers is what I call "Existential OCD of the Meetings Kind." Existential OCD (EOCD) is an actual human affliction [McGrath 2018]. It's a theme of Obsessive-Compulsive Disorder that manifests as an excessive preoccupation with philosophical questions like "What's the meaning of Life?" or "Why are we here?" Existential OCD of the Meetings Kind (EOMK) is analogous to EOCD. EOMK is a preoccupation with questions like "Is this meeting really necessary?" Or "Can't the people most directly affected by these issues just handle them one-on-one, in email, or on line?"

A significant Stone-throwers at meetings
use tactics that are virtually
cost-free to them, while forcing
their targets to expend
precious resources in response
distinction between EOCD and EOMK is that EOMK is most often a pose. Rarely is questioning the necessity or utility of the meeting 100% sincere; most likely, it's at least partially a stone-throwing tactic. The proximate goals of the stone-thrower are obstruction and deflection, so as to prevent the group from achieving its objectives, or, at least, to slow its progress. For examples of stone throwing at the professional level, tune in to televised hearings of controversial questions as they're investigated in committees of your national legislature. Observe the tactics of representatives who hold a minority view. If those who hold the majority view abuse the power of the majority, the minority has little choice but to resort to obstruction — to throw stones.

Longer-range goals — motives, actually — of stone-throwers vary. They can include:

  • Embarrassing the chair
  • Demonstrating the incompetence of the chair
  • Preventing the meeting from reaching an agenda item that discomfits or exposes as incompetent the stone-thrower or a patron or ally of the stone-thrower
  • Preventing the meeting from reaching an agenda item that will lead to workload for the stone thrower, or a patron or ally of the stone-thrower

How can the meeting chair respond effectively to EOMK? Engagement by the chair at the level of the stone-thrower's literal questions is inadvisable, because the question is most likely insincere. The stone-thrower who employs the EOMK pose doesn't intend to make the organization more efficient by reducing the burden of unnecessary meetings. If that were the goal, the questioner would have sought a resolution by employing a less aggressive and less confrontational approach. For example, someone sincerely concerned with meeting effectiveness might seek a private conversation with the meeting chair, and then might suggest exploring ideas for paring down agendas by addressing some items through channels other than meetings.

Meeting chairs who recognize the stone-throwers' true intentions can avoid useless, irrelevant, wasteful discussions in meetings by responding succinctly to the stone-thrower's question with what I call a Two-Part Sealed Response. The first part is the responsive content, which answers the stone-thrower's question in a compact form. The second part is the "seal," which explicitly and irrevocably closes the topic. For example:

Morgan (a stone-thrower): Is this meeting really necessary?

Alton (the meeting chair): I'll answer you briefly for right now, Morgan, and if you want to pursue this, please contact me after the meeting. My brief answer is "Yes, it's necessary, because we need to ensure that we've addressed all sides of these important issues." Now, everyone, we'll continue with Agenda Item #1, so please refer in the document to page 6.

If Morgan interrupts, Alton stands firm, saying, "Morgan, I've responded to your question, and now we're moving on. Contact me after the meeting. Document page 6 everyone."

Usually, the Two-Part Sealed Response is effective. Usually. But if the stone-thrower persists or escalates, things can get ugly fast. And that's where we'll pick this up next time.  Next in this series Go to top Top  Next issue: Stone-Throwers at Meetings: II  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

[McGrath 2018]
Patrick B. McGrath. "OCD: It's Not Just Washing Your Hands," Psychology Today, June 22, 2018. Available here. 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:

Wooden shoesWhat Haven't I Told You?
When a project team hits a speed bump, it often learns that it had all the information it needed to avoid the problem, sometimes months in advance of uncovering it. Here's a technique for discovering this kind of knowledge more systematically.
Albert Einstein playing his violin on his 50th birthday in 1929The Perils of Piecemeal Analysis: Content
A team member proposes a solution to the latest show-stopping near-disaster. After extended discussion, the team decides whether or not to pursue the idea. It's a costly approach, because too often it leads us to reject unnecessarily some perfectly sound proposals, and to accept others we shouldn't have.
A meeting at the 13th Annual FAA Commercial Space Transportation ConferenceTwelve Tips for More Masterful Virtual Presentations: II
Virtual presentations are unlike face-to-face presentations, because in the virtual environment, we're competing for audience attention against unanticipated distractions. Here's Part II of a collection of tips for masterful virtual presentations.
The signing of the Paris Peace AccordsMeta-Debate at Work
Workplace discussions sometimes take the form of informal debate, in which parties who initially have different perspectives try to arrive at a shared perspective. Meta-debate is one way things can go wrong.
Elephants fightingHow to Waste Time in Meetings
Nearly everyone hates meetings. The main complaint: they're mostly a waste of time. The main cause: us. Here's a field manual for people who want to waste even more time.

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

Forthcoming issues of Point Lookout

Representative Don Young, Republican of AlaskaComing June 26: Appearance Antipatterns: I
Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
Filling a form in hardcopyAnd on July 3: Appearance Antipatterns: II
When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.

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

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.