Here are links to the previous issues of Point Lookout that touch on making meetings more effective. Bookmark this page. Or browse the Point Lookout archive by date. Subscribe now.
Coming April 24: Big, Complicated Problems- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
And on May 1: Full Disclosure- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
Other topical archives:
March 27, 2019
Stone-Throwers at Meetings: II- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can chairs do about stone-throwers?
March 20, 2019
Stone-Throwers at Meetings: I- 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?
March 6, 2019
A 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.
February 27, 2019
Brainstorming and Speedstorming: II- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming.
February 20, 2019
Brainstorming and Speedstorming: I- Recent research suggests that brainstorming might not be as effective as we would like to believe it is. An alternative, speedstorming, might have some advantages for some teams solving some problems.
January 16, 2019
Guidelines for Curmudgeon Teams- The curmudgeon team is a subgroup of a larger team. Their job is to strengthen the team's conclusions and results by raising thorny issues that cause the team to reconsider the path it's about to take. In this way they help the team avoid dead ends and disasters.
January 2, 2019
Issues-Only Team Meetings- Time spent in regular meetings is productive to the extent that it moves the team closer to its objectives. Because uncovering and clarifying issues is more productive than distributing information or listening to status reports, issues-only team meetings focus energy where it will help most.
December 12, 2018
Effects of Shared Information Bias: II- Shared information bias is widely recognized as a cause of bad decisions. But over time, it can also erode a group's ability to assess reality accurately. That can lead to a widening gap between reality and the group's perceptions of reality.
December 5, 2018
Effects of Shared Information Bias: I- Shared information bias is the tendency for group discussions to emphasize what everyone already knows. It's widely believed to lead to bad decisions. But it can do much more damage than that.
October 17, 2018
Overt Belligerence in Meetings- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern.
July 11, 2018
Interrupting Others in Meetings Safely: III- When we need to interrupt someone who's speaking in a meeting, we risk giving offense. Still, there are times when interrupting is in everyone's best interest. Here are some more techniques for interrupting in situations not addressed by the meeting's formal process.
July 4, 2018
Interrupting Others in Meetings Safely: II- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process.
June 27, 2018
Interrupting Others in Meetings Safely: I- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely?
June 13, 2018
Chronic Peer Interrupters: III- People who habitually interrupt others in meetings must be fairly common, because I'm often asked about what to do about them. And you can find lots of tips on the Web, too. Some tips work well, some generally don't. Here are my thoughts about four more.
June 6, 2018
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.
May 30, 2018
Chronic Peer Interrupters: I- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters?
January 31, 2018
Nine Brainstorming Demotivators: I- The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions.
January 3, 2018
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.
October 25, 2017
Workplace Memes- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples.
October 4, 2017
Meeting Troubles: Culture- Sometimes meetings are less effective than they might be because of cultural factors that are outside our awareness. Here are some examples.
September 27, 2017
Meeting Troubles: Collaboration- In some meetings, we collaborate not in reaching objectives, but in preventing our doing so. Here are three examples of this pattern.
May 3, 2017
Start the Meeting with a Check-In- Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed.
April 19, 2017
Naming Ideas- Participants in group discussions sometimes reference each other's contributions using the contributor's name. This risks offending the contributor or others who believe the idea is theirs. Naming ideas is less risky.
March 29, 2017
Virtual Blowhards- Controlling meeting blowhards is difficult enough in face-to-face meetings, but virtual meetings present next-level problems, because techniques that work face-to-face are unavailable. Here are eight tactics for dealing with virtual blowhards.
March 8, 2017
The Opposite of Influence- The question of why some people are so influential has a partner question: why are others largely ignored, or opposed, even when their contributions are valuable?
December 14, 2016
Dealing with Meeting Hijackings- When you haven't prevented a meeting hijacking, and you believe a hijacking is underway, what can you do? How can you regain control?
December 7, 2016
Preventing Meeting Hijacking- Meeting leads, meeting chairs, and facilitators must be prepared to deal with meeting hijackers. Hesitation, or any ineffectual action, enhances the hijacker's chances of success. Here are suggestions for preventing hijacking.
November 30, 2016
How to Hijack Meetings- Recognizing the tactics meeting hijackers use is the first step to reducing the incidence of this abuse. Here are some of those tactics.
November 23, 2016
Why People Hijack Meetings- When as chair of a meeting, you have difficulty completing a reasonable agenda, you might be the target of a hijacking. Here's Part I of a series exploring meeting hijacking.
October 26, 2016
Toward More Engaging Virtual Meetings: II- Here's Part II of a set of simple techniques to help virtual meeting facilitators enhance attendee engagement.
October 19, 2016
Toward 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.
September 28, 2016
Favor Symmetric Virtual Meetings- Virtual meetings are notorious for generating more frustration than useful output. One cause of the difficulties is asymmetry in the way we connect to virtual meetings.
August 31, 2016
Contributions, Open and Closed- We can classify contributions to discussions according to the likelihood that they stimulate new thought. The more open they are, the more they stimulate new thought. How can we encourage open contributions?
August 17, 2016
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.
August 10, 2016
Costs of the Catch-Me-Up Anti-Pattern: I- Your meetings start on time, but some people are habitually late. When they arrive, they ask, "What did I miss? Catch me up." This is an expensive way to do business. How expensive is it?
June 29, 2016
How to Waste Time in Virtual Meetings- Nearly everyone hates meetings, and virtual meetings are at the top of most people's lists. Here's a catalog of some of the worst practices.
June 22, 2016
How 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.
May 11, 2016
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.
April 13, 2016
Virtual Brainstorming: I- When we need to brainstorm, meeting virtually carries a risk that our results might be problematic. Here's Part I of some steps to take to reduce the risk.
March 2, 2016
Allocating Airtime: II- Much has been said about people who don't get a fair chance to speak at meetings. We've even devised processes intended to more fairly allocate speaking time. What's happening here?
February 24, 2016
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?
July 1, 2015
Ending Sidebars- We say that a sidebar is underway in a meeting when two or more meeting participants converse without having been recognized by the chair. Sidebars can be helpful, but they can also be disruptive. How can we end sidebars quickly and politely?
June 24, 2015
Preventing Sidebars- Sidebar conversations between meeting participants waste time and reduce meeting effectiveness. How can we prevent them?
June 17, 2015
Why Sidebars Happen- Sidebar conversations between meeting participants, conducted while someone else has the floor, are a distracting form of disorder that can waste time and reduce meeting effectiveness. Why do sidebars happen?
March 11, 2015
Historical Debates at Work- One obstacle to high performance in teams is the historical debate — arguing about who said what and when, or who agreed to what and when. Here are suggestions for ending and preventing historical debates.
March 4, 2015
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.
November 5, 2014
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.
October 29, 2014
Rationalizing Creativity at Work: I- Much of the work of modern organizations requires creative thinking. But financial and schedule pressures can cause us to adopt processes that unexpectedly and paradoxically suppress creativity, thereby increasing costs and stretching schedules. What are the properties of effective approaches?
October 22, 2014
Meta-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.
July 9, 2014
What Groupthink Isn't- The term groupthink is tossed around fairly liberally in conversation and on the Web. But it's astonishing how often it's misused and misunderstood. Here are some examples.
May 28, 2014
Exasperation Generators: Opaque Metaphors- Most people don't mind going to meetings. They don't even mind coming back from them. It's being in meetings that can be so exasperating. What can we do about this?
May 21, 2014
The End-to-End Cost of Meetings: III- Many complain about attending meetings. Certainly meetings can be maddening affairs, and they also cost way more than most of us appreciate. Understanding how much we spend on meetings might help us get control of them. Here's Part III of a survey of some less-appreciated costs.
May 14, 2014
The End-to-End Cost of Meetings: II- Few of us realize where all the costs of meetings really are. Some of the most significant cost sources are outside the meeting room. Here's Part II of our exploration of meeting costs.
May 7, 2014
The End-to-End Cost of Meetings: I- By now, most of us realize how expensive meetings are. Um, well, maybe not. Here's a look at some of the most-often overlooked costs of meetings.
November 13, 2013
Overtalking: III- Overtalking other people is a practice that can be costly to organizations, even though it might confer short-term benefits on the people who engage in it. If you find that you are one who overtalks others, what can you do about it?
November 6, 2013
Twelve 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.
October 30, 2013
Twelve Tips for More Masterful Virtual Presentations: I- Virtual presentations are like face-to-face presentations, in that one (or a few) people present a program to an audience. But the similarity ends there. In the virtual environment, we have to adapt if we want to deliver a message effectively. We must learn to be captivating.
October 23, 2013
Overtalking: II- Overtalking is a tactic for dominating a conversation by talking to stop others from talking. When it happens, what can we do about it?
August 7, 2013
Virtual Meetings: Dealing with Inattention- There is much we can do to reduce the incidence of inattention in virtual meetings. Cooperation is required.
July 31, 2013
Virtual Meetings: Indicators of Inattention- If you've ever led a virtual meeting, you're probably familiar with the feeling that some attendees are doing something else. Here are some indicators of inattention.
July 24, 2013
Agenda Despots: II- Some meeting chairs crave complete or near-complete control of their meeting agendas. In this Part II of our exploration of their techniques, we emphasize methods for managing unwanted topic contributions from attendees.
July 17, 2013
Agenda Despots: I- Many of us abhor meetings. Words like boring, silly, and waste come to mind. But for some meeting chairs, meetings aren't boring at all, because they fear losing control of the agenda. To maintain control, they use the techniques of the Agenda Despots.
November 21, 2012
On Facilitation Suggestions from Meeting Participants- Team leaders often facilitate their own meetings, and although there are problems associated with that dual role, it's so familiar that it works well enough, most of the time. Less widely understood are the problems that arise when other meeting participants make facilitation suggestions.
July 4, 2012
When the Chair Is a Bully: III- When the chair of the meeting is so dominant that attendees withhold comments or slant contributions to please the chair, meeting output is at risk of corruption. Because chairs usually can retaliate against attendees who aren't "cooperative," this problem is difficult to address. Here's Part III of our exploration of the problem of bully chairs.
June 27, 2012
When the Chair Is a Bully: II- Assertiveness by chairs of meetings isn't a problem in itself, but it becomes problematic when the chair's dominance deprives the meeting of contributions from some of its members. Here's Part II of our exploration of the problem of bully chairs.
June 20, 2012
When the Chair Is a Bully: I- Most meetings have chairs or "leads." Although the expression that the chair "owns" the meeting is usually innocent shorthand, some chairs actually believe that they own the meeting. This view is almost entirely destructive. What are the consequences of this attitude, and what can we do about it?
June 13, 2012
Meeting Bullies: Advice for Chairs- Bullying in meetings is difficult to address, because intervention in the moment is inherently public. When bullying happens in meetings, what can you do?
March 7, 2012
Speak for Influence- Among the factors that determine the influence of contributions in meetings are the content of the contribution and how it fits into the conversation. Most of the time, we focus too much on content and not enough on fit.
August 31, 2011
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?
February 16, 2011
Finding the Third Way- When a team is divided, and agreement seems out of reach, attempts to resolve the conflict usually focus on the differences between the contrasting positions. Focusing instead on their similarities can be a productive technique for reaching agreement.
July 28, 2010
Exploiting Failed Ideas- When the approach you've been using fails, how do you go about devising Plan B? Or Plan C? Here are some ways to find new approaches by examining failures.
May 5, 2010
Problem Not-Solving- Group problem solving is a common purpose of meetings. Although much group problem solving is constructive, some patterns are useless or worse. Here are some of the more popular ways to engage in problem not-solving.
November 25, 2009
Action Item Avoidance- In some teams, members feel so overloaded that they try to avoid any additional tasks. Here are some of the most popular patterns of action item avoidance.
November 11, 2009
How to Ruin Meetings- Much has been written about how to conduct meetings effectively. Here are some reliable techniques for doing something else altogether.
October 7, 2009
Untangling Tangled Threads- In energetic discussions, topics and subtopics get intertwined. The tangles can be frustrating. Here's a collection of techniques for minimizing tangles in complex discussions.
September 30, 2009
Tangled Thread Troubles- Even when we use a facilitator to manage a discussion, managing a queue for contributors can sometimes lead to problems. Here's a little catalog of those difficulties.
September 2, 2009
Blind Agendas- Effective meetings have agendas. But even if a meeting has an agenda, the hidden agendas of participants can cause trouble. Another source of trouble, less frequently recognized, is the blind agenda.
May 13, 2009
Misleading Vividness- Group decision-making usually entails discussion. When contributions to that discussion include vivid examples, illustrations, or stories, the group can be at risk of making a mistaken decision.
April 8, 2009
Discussion Distractions: II- Meetings are less productive than they might be, if we could learn to recognize and prevent the most common distractions. Here is Part II of a small catalog of distractions frequently seen in meetings.
April 1, 2009
Discussion Distractions: I- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently seen in meetings.
March 4, 2009
The Fallacy of Composition- Rhetorical fallacies are errors of reasoning that introduce flaws in the logic of arguments. Used either intentionally or by accident, they often lead us to mistaken conclusions. The Fallacy of Composition is one of the more subtle fallacies, which makes it especially dangerous.
December 31, 2008
The Perils of Piecemeal Analysis: Group Dynamics- When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster, it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The source of some of this risk is the nature of group discussion.
December 17, 2008
The 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.
October 1, 2008
How to Eliminate Meetings- Reducing the length and frequency of meetings is the holy grail of organizational science. I've attended many meetings on this topic, most of which have come to naught. Here are some radical ideas that could change our lives.
April 9, 2008
Remote Facilitation in Synchronous Contexts: III- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part III of a little catalog of suggestions for remote facilitators.
April 2, 2008
Remote Facilitation in Synchronous Contexts: II- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II of a little catalog of those problems, and some suggestions for addressing them.
March 26, 2008
Remote Facilitation in Synchronous Contexts: I- Whoever facilitates your distributed meetings — whether a dedicated facilitator or the meeting chair — will discover quickly that remote facilitation presents special problems. Here's a little catalog of those problems, and some suggestions for addressing them.
March 19, 2008
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.
March 5, 2008
What, Why, and How- When solving problems, groups frequently get stuck in circular debate. Positions harden even before the issue is clear. Here's a framework for exploration that can sharpen thinking and focus the group.
January 9, 2008
Towards More Gracious Disagreement- We spend a sizable chunk of time correcting each other. Some believe that we win points by being right, or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some thoughts to help you kick the habit.
January 2, 2008
Our Last Meeting Together- You can find lots of tips for making meetings more effective — many at my own Web site. Most are directed toward the chair, or the facilitator if you have one. Here are some suggestions for everybody.
September 12, 2007
Using the Parking Lot- In meetings, keeping a list we call the "parking lot" is a fairly standard practice. As the discussion unfolds, we "park" there any items that arise that aren't on the agenda, but which we believe could be important someday soon. Here are some tips for making your parking lot process more effective.
September 5, 2007
Divisive Debates and Virulent Victories- When groups decide divisive issues, harmful effects can linger for weeks, months, or forever. Although those who prevail might be ready to "move on," others might feel so alienated that they experience even daily routine as fresh insult and disparagement. How a group handles divisive issues can determine its success.
May 9, 2007
Have a Program, Not Just an Agenda- In the modern organization, it's common to have meetings in which some people have never met — and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need a program.
November 22, 2006
Asking Brilliant Questions- Your team is fortunate if you have even one teammate who regularly asks the questions that immediately halt discussions and save months of wasted effort. But even if you don't have someone like that, everyone can learn how to generate brilliant questions more often. Here's how.
October 25, 2006
What Makes a Good Question?- In group discussion or group problem solving, many of us focus on being the first one to provide the answer. The right answer can be good; but often, the right question can be better.
September 6, 2006
The Solving Lamp Is Lit- We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving before everyone is even aware of the problem. Here's how to prevent premature solution.
May 10, 2006
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.
September 14, 2005
FedEx, Flocks, and Frames of Reference- Your point of view — or reference frame — affects what you see, and how you experience the world around you. By choosing a reference frame consciously, you can see things differently, and open a universe of new choices.
September 7, 2005
Mastering Q and A- The question-and-answer exchanges that occur during or after presentations rarely add much to the overall effort. But how you deal with questions can be a decisive factor in how your audience evaluates you and your message.
August 3, 2005
Problem Defining and Problem Solving- Sometimes problem-solving sessions are difficult because we get started solving a problem before we know what problem we're solving. Understanding the connection between stakeholders, problem solving, and problem defining can reduce conflict and produce better solutions.
May 25, 2005
An Agenda for Agendas- Most of us believe that the foundation of a well-run meeting is a well-formed agenda. What makes a "well-formed" agenda? How can we write and manage agendas to make meetings successful?
May 18, 2005
Irrational Self-Interest- When we try to influence others, especially large groups or entire companies, we sometimes create packages of incentives and disincentives that are intended to affect behavior. These strategies usually assume that people make choices on rational grounds. Is this assumption valid?
April 27, 2005
Questioning Questions- In meetings and other workplace discussions, questioning is a common form of conversational contribution. Questions can be expensive, disruptive, and counterproductive. For most exchanges, there is a better way.
March 2, 2005
Working Lunches- To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good idea, but there are some hidden costs.
February 23, 2005
Recovering Time: I- Where do the days go? How can it be that we spend eight, ten, or twelve hours at work each day and get so little done? To recover time, limit the fragmentation of your day. Here are some tips for structuring your working day in larger chunks.
December 1, 2004
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?
November 17, 2004
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?
August 18, 2004
- How to Make Meetings Worth Attending
- Many of us spend seemingly endless hours in meetings that seem dull, ineffective, or even counterproductive. Here are some insights to keep in mind that might help make meetings more worthwhile — and maybe even fun.
June 2, 2004
Take Any Seat: II- In meetings, where you sit in the room influences your effectiveness, both in the formal part of the meeting and in the milling-abouts that occur around breaks. You can take any seat, but if you make your choice strategically, you can better maintain your autonomy and power.
May 26, 2004
Take Any Seat: I- When you attend a meeting, how do you choose your seat? Whether you chair or not, where you sit helps to determine your effectiveness and your stature during the meeting. Here are some tips for choosing your seat strategically.
November 26, 2003
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.
October 22, 2003
Plopping- When we offer a contribution to a discussion, and everyone ignores it and moves on, we sometimes feel that our contribution has "plopped." We feel devalued. Rarely is this interpretation correct. What is going on?
September 3, 2003
Dispersed Teams and Latent Communications- When geography divides a team, conflicts can erupt along the borders. "Us" and "them" becomes a way of seeing the world, and feelings about people at other sites can become hostile. Why does this happen and what can we do about it?
June 4, 2003
Figuring Out What to Do First- Whether we belong to a small project team or to an executive team, we have limited resources and seemingly unlimited problems to deal with. How do we decide which problems are important? How do we decide where to focus our attention first?
April 16, 2003
- Games for Meetings: IV
- 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 IV of a little catalog of some of our favorites, and what we could do about them.
March 19, 2003
- 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.
February 19, 2003
Games for Meetings: II- 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 II of a little catalog of some of our favorites, and what we could do about them.
February 12, 2003
Games for Meetings: I- 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 I of a little catalog of some of our favorites, and what we can do about them.
January 29, 2003
Discussus Interruptus- You're chairing a meeting, and to your dismay, things get out of hand. People interrupt each other so often that nobody can complete a thought, and some people dominate the meeting. What can you do?
January 22, 2003
Let Me Finish, Please- We use meetings to exchange information and to explore complex issues. In open discussion, we tend to interrupt each other. Interruptions can be disruptive, distracting, funny, essential, and frustratingly common. What can we do to limit interruptions without depriving ourselves of their benefits?
December 11, 2002
What 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.
November 27, 2002
Trips to Abilene- When a group decides to take an action that nobody agrees with, but which no one is willing to question, we say that they're taking a trip to Abilene. Here are some tips for noticing and preventing trips to Abilene.
November 6, 2002
- Dispersity Adversity
- Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse and more bedazzled by communication technology. But people really do work better together face-to-face. Here are some tips for managing dispersed teams.
April 10, 2002
How We Avoid Making Decisions- When an important item remains on our To-Do list for a long time, it's possible that we've found ways to avoid facing it. Some of the ways we do this are so clever that we may be unaware of them. Here's a collection of techniques we use to avoid engaging difficult problems.
March 6, 2002
Mastering Meeting Madness- If you lead an organization, and people are mired in meeting madness, you can end it. Here are a few tips that can free everyone to finally get some work done.
January 9, 2002
When Meetings Boil Over- At any time, without warning, you can find yourself in a meeting that boils over. Sometimes tempers rise, then voices rise, and then people yell and scream. What can a team do when meetings threaten to boil over — and when they do?
January 2, 2002
Think Before You PowerPoint- Microsoft PowerPoint is a useful tool. Many of us use it daily to create presentations that guide meetings or focus discussions. Like all tools, it can be abused — it can be a substitute for constructive dialog, and even for thought. What can we do about PowerPoint abuse?
October 24, 2001
First Aid for Painful Meetings- The foundation of any team meeting is its agenda. A crisply focused agenda can make the difference between a long, painful affair and finishing early. If you're the meeting organizer, develop and manage the agenda for maximum effectiveness.
August 29, 2001
Take 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.
April 4, 2001
The Shape of the Table- Not only was the meeting running over, but it now seemed that the entire far end of the table was having its own meeting. Why are some meetings like this?
March 14, 2001
Appreciate Differences- In group problem solving, diversity of opinion and healthy, reasoned debate ensure that our conclusions take into account all the difficulties we can anticipate. Lock-step thinking — and limited debate — expose us to the risk of unanticipated risk.
February 28, 2001
The "What-a-Great-Idea!" Trap- You just made a great suggestion at a meeting, and ended up with responsibility for implementing it. Not at all what you had in mind, but it's a trap you've fallen into before. How can you share your ideas without risk of getting even more work to do?
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