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!
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Related articles
More articles on Effective Meetings:
- Games for Meetings: III
- 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 III of a little catalog of some of our favorites, and what we could do about them.
- Using the Parking Lot
- In meetings, keeping a list we call the "parking lot" is a fairly standard practice. As the
discussion unfolds, we "park" there any items that arise that aren't on the agenda, but which
we believe could be important someday soon. Here are some tips for making your parking lot process more
effective.
- 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.
- Toward More Engaging Virtual Meetings: I
- Keeping attendees engaged in virtual meetings is a widely sought but rarely achieved objective. Here
is Part I of a set of simple techniques to help facilitators enhance attendee engagement.
- Would Anyone Object?
- When groups consider whether to adopt proposals, some elect to poll everyone with a question of the
form, "Would anyone object if X?" It's a risky approach, because it can lead to damaging decisions
that open discussion in meetings can avoid.
See also Effective Meetings and Problem Solving and Creativity for more related articles.
Forthcoming issues of Point Lookout
- Coming April 3: Recapping Factioned Meetings
- A factioned meeting is one in which participants identify more closely with their factions, rather than with the meeting as a whole. Agreements reached in such meetings are at risk of instability as participants maneuver for advantage after the meeting. Available here and by RSS on April 3.
- And on April 10: Managing Dunning-Kruger Risk
- A cognitive bias called the Dunning-Kruger Effect can create risk for organizational missions that require expertise beyond the range of knowledge and experience of decision-makers. They might misjudge the organization's capacity to execute the mission successfully. They might even be unaware of the risk of so misjudging. Available here and by RSS on April 10.
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