January 29, 2003	Volume 3, Issue 5
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Discussus Interruptus

by Rick Brenner

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?

ally looked around the table for anyone who wasn't trying to talk. To her relief, most weren't, but the usual suspects had their megaphones on, blasting each other at full volume. "Hold on, everyone. Hold on!" she said, raising her voice way past the comfort level. Greg — no surprise — was the last to stop.

In a more normal tone, Sally continued: "If we're going to discuss this, we'll have some order in this room. I want only one person talking at a time. Clear?"

In her attempt to bring order to chaos, Sally has just intervened, but she's unlikely to be successful unless she can enroll the entire group in the effort.

Chaotic, interrupt-driven discussions are expensive. Here are some of the costs that we can avoid with more orderly exchanges:

Delays and confusion

When we interrupt people, we sometimes prevent them from making their points in the way they planned. This introduces delays and confusion, if they ever actually make their points.

Lost contributions Often we put the
responsibility for order
(or disorder) in a meeting
on the shoulders of
the meeting chair,
but everyone in
the room plays a role

Some people are especially sensitive to interruption. Some hold back, for fear of interrupting someone. Others are intimidated by the prospect of being interrupted. In an atmosphere of interruption, the group loses access to much of its creativity.

Erosion of self-esteem

When some people are interrupted, they can feel devalued. The interruption can be painful and humiliating, and it can move them to anger, even if they don't express it in the meeting. These effects can extend beyond that meeting and beyond that team.

Often we put the responsibility for order (or disorder) on the shoulders of the meeting chair, but everyone in the room plays a role. Even those who sit quietly have the choice of objecting to the disorder. Here are some tips for maintaining order.

Prevention is easier than repair

It's much easier to create an environment in which people resist the temptation to interrupt than it is to deal with interrupters.

Establish norms

Have a discussion of group norms. One possible norm: we will not interrupt each other. Post the norms on the wall. Review them at the beginning of each meeting.

Create mechanisms for necessary interruptions

Certain interruptions are helpful. Examples are requests for information, requests to make critical corrections, and requests to modify the group process. Establish key phrases that team members can use to make these requests.

For especially tense topics, get a facilitator

A facilitator who isn't part of the team is more likely to be objective than any team member is. A skilled facilitator knows how to maintain a "queue" of people who want to comment, and provides the trust required to encourage everyone to wait patiently. Executive teams: hire a facilitator from outside the organization.

If you have a serious problem with interruptions, chances are good that you no longer notice. Track interruptions over time. What's the trend? Is there a pattern? Can you do better?  Top    Next Issue

For an exploration of interruptions from the point of view of the one being interrupted, check out "Let Me Finish, Please," Point Lookout for January 22, 2003.

Mary Pope

We had this problem once and instituted a talking stick. You had to have the stick in order to speak. Only when you relinquished it could the next person have the floor. It slowed the meeting a bit but was worth it. An unexpected side effect was that it added some levity to the meeting of a contentious group of people. Plus it made everyone feel like they had the floor and everyone's undivided attention. Better yet, after a few meetings with the talking stick it was no longer necessary and gradually fell from use.

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More articles on Personal, Team, and Organizational Effectiveness:

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See also Personal, Team, and Organizational Effectiveness, Effective Meetings and Effective Communication at Work for more related articles.

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When we talk, listen, send or read emails, read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person. And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling hurt, and being confused. There are so many ways for things to go wrong that we could never learn how to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes their occurrence. In this very interactive program you'll learn a model of inter-personal communications that can help you stay out of the ditch. In those moments of intense involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive. Read more about this program. Here are some upcoming dates for this program:

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Most of us can assess technological risks, but risks related to human behavior tend to resist our best efforts. This session provides a framework for evaluating risks related to the behavior of individuals, teams, organizations and people generally. Human-centered risk differs from technological or market risk, because objective evaluation requires acknowledging personal and organizational limitations and failures. Since some of those limitations and failures might apply to the people assessing the risks, or to their superiors, there's a tendency to deny them or to explain them away. Our approach examines capability, organization, context, risk mitigation, and workplace politics. It has tools for guiding the assessment and management of human-centered risk, and we show how to extend these tools to suit your situation. You'll learn how to identify sources of risk in human behavior; recognize systemic and individual barriers to acknowledging risk; assess the effects of organizational turbulence; determine the risk associated with inappropriate internal risk transfer; estimate the effects of team dysfunction, toxic conflict and turnover; and measure the impact of workplace politics. Read more about this program. Here's an upcoming date for this program:

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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 project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:

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There's a lot more to running an effective meeting than having the right room, the right equipment, and the right people. With meetings, the whole really is more than the sum of its parts. How the parts interact with each other and with external elements is as important as the parts themselves. And those interactions are the essence of politics for meetings. This program explores techniques for leading meetings that are based on understanding political interactions, and using that knowledge effectively to meet organizational goals. Read more about this program. Here's an upcoming date for this program:

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