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.
In the descriptions below, I'll occasionally use names for the people doing the distracting: Dennis or Denise.
- 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.
- 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.
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? rbrenbaRZsCERihIZDITuner@ChacpDyLjTkijCiOcdFMoCanyon.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 Personal, Team, and Organizational Effectiveness:
- Diagonal Collaborations: Dazzling or Dangerous?
- Collaborations can be very productive. There are some traps though, especially when the collaborators
are of different rank, with the partner of lower rank reporting to a peer of the other. Here are some
tips for preventing conflict in diagonal collaborations.
- Games for Meetings: IV
- 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 IV of a little catalog of some of our favorites, and what we could do about them.
- It's a Wonderful Day!
- Most knowledge workers are problem solvers. We work towards goals. We anticipate problems as best we
can, and when problems appear, we solve them. But our focus on anticipating problems can become a problem
in itself — at work and in Life.
- The Ups and Downs of American Handshakes: I
- In much of the world, the handshake is a customary business greeting. It seems so simple, but its nuances
can send signals we don't intend. Here are some of the details of handshakes in the USA.
- Creating Toxic Conflict: II
- Some supervisors seem to behave as if part of their job description is creating toxic conflict among
their subordinates. It isn't really, of course, but here's a collection of methods bad managers use
that make trouble.
Forthcoming issues of Point Lookout
- Coming March 21: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on March 21.
- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenXUfZDJrdlTsGBUEqner@ChacUJvIuaNVGnXFcrqnoCanyon.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
- 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.