In discussions at meetings, we make contributions. We can classify them according to their degrees of openness. For example, a relatively closed contribution is an announcement that our Monday meeting will be on Tuesday because elevator D in the Tower is off line for maintenance. This contribution is mostly factual, and although we might need to address its consequences, it's presented as if we do not. Closed contributions indicate no path forward to deliberations. They might even indicate, as above, that no further discussion is needed. A closed contribution by itself doesn't invite discussion.
By contrast, an open contribution suggests that something is unresolved. The group can then choose whether or when to discuss it. Open contributions transfer control of the discussion to the group.
Any contribution made at the right time, to the right group, with an appropriate degree of openness, can be valuable. Any contribution made at the wrong time or to the wrong group can create problems. Also troublesome are contributions that have inappropriate degrees of openness, independent of timing or choice of audience.
When we make open contributions about issues that don't need discussion, we risk wasting time. Because this problem is so obvious, I won't deal with it here. The more subtle problems arise when we make closed contributions about matters that do need discussion. Here are some tips for encouraging open contributions.
- Enrich existing threads
- One example of extending or re-opening an existing discussion thread is expanding on a point previously made. Enrich the thread by showing how it leads in intriguing directions, or pose a novel question about it, or ask for clarification.
- Support open contributions of others, or open them
- When someone else offers an open contribution, support it. Pursue any leads it suggests, or ask the contributor to "say more." Using these tactics for contributions that are inappropriately closed encourages their contributors to restate their contributions in more open forms.
- Propose open contribution generators
- An open Problems arise when we
make closed contributions
about matters that
do need discussioncontribution generator is a comment, question, or exercise that generates open contributions. For example, a contributor can ask, "If we had an answer to Question Q, what new solutions to Problem P would become available?" Or, "If we had a solution to Problem P, what would we have done to get it?"
- Propose generator generators
- A generator of open contribution generators is a contribution that suggests that the group focus on generating more open contributions. For example, for groups unaware of the distinction between open and closed contributions, a proposal to discuss that distinction could be a generator, while a proposal to survey types of contributions that generate open contributions could be a generator generator.
Finally, differences in personal preferences for cognitive closure can lead to differences in the degree of openness of contributions. What can you do to encourage openness of your own contributions? Or the contributions of others? Top Next Issue
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenYgLAhpbGwdKKjbPxner@ChacREoAlckonIFPrWVWoCanyon.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.
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.
More articles on Effective Meetings:
- When Power Attends the Meeting
- When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost
inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting
in on the meetings of your subordinates.
- The Fallacy of Composition
- Rhetorical fallacies are errors of reasoning that introduce flaws in the logic of arguments. Used either
intentionally or by accident, they often lead us to mistaken conclusions. The Fallacy of Composition
is one of the more subtle fallacies, which makes it especially dangerous.
- Misleading Vividness
- Group decision-making usually entails discussion. When contributions to that discussion include vivid
examples, illustrations, or stories, the group can be at risk of making a mistaken decision.
- Speak for Influence
- Among the factors that determine the influence of contributions in meetings are the content of the contribution
and how it fits into the conversation. Most of the time, we focus too much on content and not enough on fit.
- Virtual Trips to Abilene
- One dysfunction of face-to-face meetings is the Trip to Abilene, which leads groups to make decisions
no members actually support. It can afflict virtual meetings, too, even more easily.
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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjePfbzzfiYJdQdZHner@ChacNWeFYylxGIhhcyFmoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- 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,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
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
for this program:
- 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.