You've probably seen the FedEx logo, and by now, maybe you know that in the negative space between the E and the x is a rightward-pointing arrow. The arrow is there by intention, says Lindon Leader, who designed the logo. But if you know the Roman alphabet, you probably don't see the arrow unless you already know it's there.
The difficulty of seeing it comes from the frame of reference that readers habitually use when they see writing or printing. They look at the letters, not the spaces between them. People who are unfamiliar with Roman letters have much less difficulty seeing the arrow.
And when we see flocks of birds, we see the flocks, rather than the individual birds, and not the spaces between the birds. This habitual choice of reference frame is perhaps part of what makes many of the etchings of M.C. Escher so fascinating. He calls upon us to look at the individual birds in the flocks, and at the spaces between the birds.
When we choose our frame of reference consciously, we can see many things that would otherwise escape our notice. Consider the business meeting. For many, the reference frame of choice is the content of the discussion and how we're doing personally in the often-competitive tussle to control it.
Sometimes meetings need
mere contentA useful alternative frame is that of the group. In that frame, we can ask, "How's the group doing?" Here are questions we can ask in that frame.
- Energy level
- Are people engaged? Do they arrive on time and stay through till the end? Is there a good amount of laughter? Or are they disengaged? Are they fiddling with their Blackberries? Doodling?
- Does the group maintain focus? Can they stay on topic, or are they whipsawing from one irrelevant point to another? Can they converge to conclusions, or do they often fail to reach decisions?
- Contribution rate
- Do people offer contributions at a reasonable rate? Or do they interrupt, over-talking each other or raising their voices? Or do they sit silently when someone poses a question, too fearful to risk offering a comment?
- Viewpoint multiplicity
- Does the group welcome diverse perspectives? Does it seek fresh views proactively when they aren't in evidence?
- Has the group evolved into a set of "political parties" whose composition and positions are rigidly consistent? Are they unable to reach joint decisions? Can you reliably predict who will ally with whom on a given question? Is one individual a designated pariah?
To make meetings more productive, groups sometimes need contributions that reach beyond mere content. If you change your frame of reference, and you notice what contributions the group really needs, you might find new ways to contribute to the meeting, to help lead it towards true achievement. Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
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Changing your boss is one possible solution, but it's unlikely to succeed. What you can do
is change the way you experience the micromanagement.
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If we can reduce the pressure, wonderful things happen.
- Ten Reasons Why You Don't Always Get What You Measure: III
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people you lead or manage. And it makes them better delegators, too. Here are some guidelines for delegation.
- Why Sidebars Happen
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a distracting form of disorder that can waste time and reduce meeting effectiveness. Why do sidebars happen?
Forthcoming issues of Point Lookout
- Coming March 21: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on March 21.
- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
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- The Power Affect: How We Express Our Personal Power
- Many people 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.