Point Lookout An email newsletter from Chaco Canyon Consulting
Point Lookout, a free weekly email newsletter from Chaco Canyon Consulting
April 1, 2009 Volume 9, Issue 13
 
Recommend this issue to a friend
Join the Friends of Point Lookout
HTML to link to this article…
Archive: By Topic    By Date
Links to Related Articles
Sign Up for A Tip A Day!
Create a perpetual bookmark to the current issue
Bookmark and Share
Tweet this! | Follow @RickBrenner Random Article

Discussion Distractions: Part I

by

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.

Most of us hate meetings. Even telephone meetings. Common complaints: endless, irrelevant chatter; boring; nothing to do with me; ego wars; could have been done in email; and on and on. Luckily, many of the irritants are avoidable distractions, if we know what to avoid. Here are some guidelines for identifying avoidable distractions. In this Part I, I'll focus on toxic conflict.

Senator Susan Collins of Maine

Senator Susan Collins of Maine. In September, 2004, Sen. Collins introduced a bill called the National Intelligence Reform Act of 2004. It was understandably controversial, and many of the objections to it were of the form here called "road blocking." Sen. Collins attempted to deal with these objections in multiple ways, including a press release you can read for yourself. The challenges of dealing with road blocking in a public arena are much more difficult than what we find in meetings, but the content of effective responses is no different. Read her approach for some valuable guidance. Photo courtesy United States Senate.

In the descriptions below, I'll occasionally use names for the people doing the distracting: Dennis or Denise.

Diversion
When the discussion turns in a direction that could be uncomfortable to Dennis, he might raise a ruckus, display anger, inject irrelevant points, or otherwise distract the group. People then lose the original thread, which prevents the discussion from entering Dennis's discomfort zone.
Road blocking
When the discussion seems to be converging on a conclusion that Denise dislikes, she'll often raise issues that are irresolvable at this meeting. She wants to buy time for private lobbying, or to allow alternatives to gather strength. Examples of road blocking: "We need more information," "We should check whether this would be OK with them," or "We should investigate this (cheaper, faster, whatever) alternative for compatibility with Marigold."
Attacking the method
When Dennis opposes the indicated conclusion of the discussion, instead of criticizing the conclusion, he might criticize the method used to reach the conclusion. Questioning reasoning, assumptions, or data can be legitimate, but he might also attack the process: it was too hurried, it was unfair, the right people weren't involved, and so on.
Target in absentia
Here the group falls into discussing the human frailties, deficiencies, or motives of anyone not present. Although this might provide some relief to participants, it's politically dangerous and environmentally toxic.
Defending against one's own perceptions
Suppose someone describes a historical situation or sequence of events, as a way of informing the group of a potentially risk-generating situation. Denise, perceiving this comment as criticism of her proposal or prior contribution, defends against her own perception.
Self-exculpation
Toxic conflict can be much reduced
if we bar the tactics of
toxic conflict from meetings
Anticipating potential future blame, at this meeting or in some as yet undetermined venue, Dennis offers information not relevant to the immediate issue, except insofar as it might be self-exculpatory, or possibly deflective onto another party. This tactic is often called "CYA."
Indirect mud slinging
Slinging mud indirectly, Denise contributes something she believes will degrade the group's opinion of another of its members, without mentioning the target by name. She can therefore claim that her comment wasn't personal. And since understanding the insult requires background information, newer members of the group rarely recognize that anyone has been insulted.

If we avoided these items in our meetings, our meetings would be much shorter. But other distractions would remain. We'll describe them next time. Next in this series  Go to top Top  Next issue: Discussion Distractions: Part II  Next Issue
Bookmark and Share

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!

Your comments are welcome

Would you like to see your comments posted here? rbrenGsikLBgKiryEWTyrner@ChaciUhcnzaihkRLiueQoCanyon.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 Personal, Team, and Organizational Effectiveness:

A cheeseburger with friesMy Boss Is Driving Me Nuts
When things go badly, many of us experience stress, and we might indulge various appetites in harmful ways. Some of us say things like "My boss is driving me nuts," or "She made me so angry." These explanations are rarely legitimate.
Thumbs downRecalcitrant Collaborators
Much of the work we do happens outside the context of a team. We collaborate with people in other departments, other divisions, and other companies. When these collaborators are reluctant, resistive, or recalcitrant, what can we do?
The Leonard P. Zakim Bunker Hill BridgeTen Reasons Why You Don't Always Get What You Measure: Part III
The phrase "You get what you measure," has acquired the status of "truism." Yet many measurement-based initiatives have produced disappointing results. Here's Part III of an examination of the idea — a look at management's role in these surprises.
Computer-generated image of the third stage ignition for Mars Climate OrbiterConfirmation Bias: Workplace Consequences Part II
We continue our exploration of confirmation bias. In this Part II, we explore its effects in management processes.
A pyramidal silk teabag of spiced black teaPatching Up the Cracks
When things repeatedly "fall through the cracks," we're not doing the best we can. How can we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?

See also Personal, Team, and Organizational Effectiveness, Effective Meetings and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

Dr. Ben Carson speaking at CPAC 2015 in Washington, D.C., on 26 February 2015Coming May 11: 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. Available here and by RSS on May 11.
A piece of chocolate cakeAnd on May 18: Ego Depletion and Priority Setting
Setting priorities for tasks is tricky when we find the tasks unappealing, because we have limited energy for self-control. Here are some strategies for limiting these effects on priority setting. Available here and by RSS on May 18.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenojUMuVHahCbcaEQVner@ChacewDgXZqYXjQVPMXBoCanyon.com or (617) 491-6289, 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

Managing in Fluid Environments
Most Managing in Fluid Environmentspeople now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know whats coming next. In such environments, managing — teams, projects, groups, departments, or the enterprise — often entails moving from surprise to surprise while somehow staying almost on track. It's a nerve-wracking existence. This program provides numerous tools that help managers who work in fluid environments. Read more about this program. Here's an upcoming date for this program:

Sudoku Solutions, INK: A Simulation of a Project-Oriented Organization
In thCross-Functional Teams: How Organizations Actually Workis workshop, we simulate a company that solves Sudoku puzzles for its customers. Each puzzle is a project, solved by a project team led by a project manager. Team members hail from different parts of the organization, such as QA or the Department of Threes. Puzzles have different values, and the company must strive to meet revenue goals. The metaphor is uncanny. Lessons abound. Read more about this program. Here's an upcoming date for this program:

Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
How to Spot a Troubled Project Before the Trouble StartsLearn how to spot troubled projects before they get out of control.
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?
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
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.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.