A common cause of meeting troubles is the hidden agenda — participants' private goals, toward which they steer the meeting at what seems to others to be every opportunity. Although both hidden and blind agendas waste time and although both can lead to toxic conflict, they're fundamentally different. The hidden agenda is known to its proponents, but unknown to others. The blind agenda is unknown to its proponents, but known to others. The two agendas lie in two different panes of the Johari Window.
This seems paradoxical: how can the proponent of a blind agenda be unaware of it? One example is a set of individual differences related to what psychologists call the need for cognitive closure, which is the need for definite knowledge about some issue, the need for clarity, or the need to make a decision on the open question.
For any given situation, different individuals can experience different perceived needs for cognitive closure. These differences can arise from differences in perceptions of the urgency of the situation, or from differences in disposition. Some people will usually feel a greater need than others do, while some people might see greater urgency in the shared situation than others do.
What is most fascinating about these individual differences is that many of us believe that our own sense of need for closure is the most appropriate. Even in small groups, we're usually unaware — or we easily forget — that the sensed need for cognitive closure is personal, and that differences are inevitable.
Whatever our level of need for cognitive closure in a given situation, we sometimes incorporate into our contributions to discussions some thoughts that are motivated mostly by our desire either for closure or for further deliberation. Usually, when we do, we don't realize that we are blind to our own agendas.
Since no Many of us believe that
our own sense of need
for closure is the
most appropriateparticular point on the spectrum of need for cognitive closure is inherently correct for all situations, a group is stronger when it finds among its members a variety of needs for cognitive closure. But when the group polarizes around the question of urgency itself, not realizing that judgments about urgency are often personal and subjective, it is on a path that leads to the swamp.
When you next find yourself in a meeting in which some want to make a decision now and others want to think more carefully, watch as the former characterize the latter as ditherers or perfectionists, while the latter characterize the former as rushing or careless. When you see this, blind agendas might be playing a role.
Individual differences in the need for cognitive closure are not the only possible blind agenda. Any individual difference can serve. The desire for elegance, adherence to convention, the need for structure, and even allowance for individual differences are good examples. What have you seen lately? Top Next Issue
For more about differences and disagreements, see "Appreciate Differences," Point Lookout for March 14, 2001; "When You Think They've Made Up Their Minds," Point Lookout for May 21, 2003; "Towards More Gracious Disagreement," Point Lookout for January 9, 2008; and "Is the Question 'How?' or 'Whether?'," Point Lookout for August 31, 2011.
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:
- When Meetings Boil Over
- At any time, without warning, you can find yourself in a meeting that boils over. Sometimes tempers
rise, then voices rise, and then people yell and scream. What can a team do when meetings threaten to
boil over — and when they do?
- 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.
- Recovering Time: I
- Where do the days go? How can it be that we spend eight, ten, or twelve hours at work each day and get
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- Working Lunches
- To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good
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- Action Item Avoidance
- In some teams, members feel so overloaded that they try to avoid any additional tasks. Here are some
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Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenPVdFwKhRVtJpgfQLner@ChacBJiAUVmadwGvcHegoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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. Here are some upcoming dates for this program:
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- 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
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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.
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- 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.