We began our exploration of allocating speaking time by examining the inner experience of those who dominate meetings, calling them the Outspoken. We turn now to those who get (or take) few opportunities to speak. I call them the Unspoken. How do they experience this situation?
Explanations for their relative silence vary from person to person and time to time. Simple explanations — "He's shy" or "She has nothing to say" — are at least inadequate and probably wrong. Here are some alternatives.
- Cautiously intrigued
- Some of the Unspoken find the conversation intriguing, even fascinating, but they're also concerned. They see both sides of questions where others see only one; issues where others see none; complexity where others see simplicity; or mystery where others see clarity. They seem less excited than the Outspoken, even if they are just as excited. They seek airtime less energetically than the Outspoken, even if they're just as passionate.
- Avoiding looking foolish
- The Unspoken Allocating airtime fairly must
begin with a grasp of the
complexity of the probleminterpret the energy of the Outspoken as confidence and certainty. If the Unspoken feel some ambivalence, they can be concerned that they're missing something, and that they might unknowingly say something foolish.
- Overwhelmed and unprepared
- When the Unspoken experience rapid-fire contributions from the Outspoken, they can feel overwhelmed. Some might feel unprepared. In some extreme cases, they might feel unable to follow the conversational flow.
- Having heard comments from others, the Unspoken want to process them. Even if the meeting Chair distributed information in advance, the advantage it provided can disappear after only a few contributions from others. The preference for contemplation before speaking leaves the Unspoken unwilling to seize the floor with the alacrity of the Outspoken.
- Unwilling to be rude
- The Outspoken might be so dominant that the Unspoken feel compelled to choose between silence and being rude enough to gain the right to speak. Choosing to maintain decorum prevents the Unspoken from speaking. They interpret the behavior of the Outspoken as being rude or careless of the rights of others, and prefer not to join them.
- Strategically silent
- Some of the Unspoken might be withholding contributions that they know would be unwelcome. They might reasonably believe that merely expressing those views could be politically dangerous. But they also want to be truthful. They don't want to say anything they don't believe. They keep silent, or nearly so.
- Politically threatened
- When the Unspoken have little political power relative to others, some consider the Unspoken to be intimidated or unable to contribute anything of value. Possibly they are. Also possible: the atmosphere in the meeting is so toxic that for the less politically powerful, silence or toadying are the only safe stances to adopt. The Unspoken prefer silence.
- Unable to hear or understand
- It's always possible that the Unspoken simply cannot hear what's being said. Ambient noise, poor telephone connections, hearing maladies, or any number of issues can make problems. Exclude these causes only if you have hard evidence.
- Language challenges
- The Unspoken might not be fluent in the meeting's language. Another possibility: the Unspoken are fluent in the meeting's language, but might be unable to understand the speakers if the speakers don't speak the meeting's language well enough. Another cause to exclude only with hard evidence.
Do 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!
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More articles on Effective Meetings:
- 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.
- 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.
- Virtual Meetings: Dealing with Inattention
- There is much we can do to reduce the incidence of inattention in virtual meetings. Cooperation is required.
- 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.
- 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?
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
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teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
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- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- 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 organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.