Although Agenda Despots seek complete control of their meetings' agendas, many organizational cultures value openness and collaborative approaches to meeting management. Many Agenda Despots must therefore feign openness to topics contributed by attendees. Here are seven methods for controlling the agenda without seeming to do so.
- Abuse the not-agenda
- A not-agenda is a list of topics that won't be addressed at the meeting. (See "First Aid for Painful Meetings," Point Lookout for October 24, 2001) Although most meetings don't specify not-agendas, not-agendas can be abused. One method is publishing the not-agenda before soliciting contributions for the agenda, thereby fending off contributions before they're offered.
- Freeze the agenda
- In this approach, Agenda Despots announce a freeze date after which topic contributions can't be considered. By setting this date early enough, or setting it to precede a significant scheduled news-generating event, the Agenda Despot can exclude disfavored topics that depend on late-breaking news.
- Don't solicit agenda contributions
- Some attendees need a little nudge before they dare contribute agenda topics. Some need reminders. By failing to provide nudges or reminders, Agenda Despots attenuate the contributed topic stream, and might even prevent disfavored contributions.
- Abuse the parking lot
- The "parking lot" is a list of topics and issues that arise during the meeting, and which aren't on the agenda. (See "Using the Parking Lot," Point Lookout for September 12, 2007) Parking lot abuse is the systematic ignoring of parked items. They're never addressed. In this way, Agenda Despots can continue to ignore topics that attendees might have contributed for the agenda in advance, and which the Agenda Despot nevertheless excluded from the agenda. If the contributors then raise their excluded topics during the meeting, the Agenda Despot parks them.
- Falsely promise inclusion
- When contributions do arrive, and one of them is unwelcome, the Agenda Despot can claim, "That topic would fit nicely in <name-of-already-included-topic>," which can mollify the contributor. At the meeting, the contributed topic is treated only cursorily, if at all.
- Reject contributions
- Rejecting contributions is always possible,Many of these techniques
are active deceptions but doing so can degrade the Agenda Despot's credibility, especially if he or she has solicited contributions. At times, the price might be worth paying, if the suggested topic is troublesome, and if the Agenda Despot has little credibility left to lose.
- Schedule disfavored topics for the end
- When Agenda Despots can't exclude from the agenda a suggested but disfavored topic, they can include it in the agenda, but schedule it near the end of the meeting. When earlier topics overrun their allotted times (if time allotments are published at all), the Agenda Despot, with great (but feigned) regret, can announce that "Regrettably, we must postpone this topic to a later date."
Many of these techniques are active deceptions, because they present the Agenda Despots as being open to contributions when in fact they are not. Using the concept of active deception, see how many additional techniques you can devise. First in this series Top Next Issue
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More articles on Effective Meetings:
- 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?
- 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.
- 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?
- 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.
- Toward More Engaging Virtual Meetings: II
- Here's Part II of a set of simple techniques to help virtual meeting facilitators enhance attendee engagement.
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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.