We notice it most clearly in brainstorming, but it can happen in any meeting. Some people dominate the conversation (I'll call them Outspoken), while others seem unable to get a chance to speak (I'll call them Softspoken). When the Softspoken do get a chance to speak, an Outspoken often interrupts, preventing the Softspoken from finishing a thought. Eventually, the Softspoken give up trying, if they don't actually leave the room. Or, in virtual meetings, they sign off or begin indulging in their favorite digital pastimes.
Understanding the experiences of all involved helps us allocate airtime more fairly. Let's begin by exploring the inner experience of the Outspoken.
- Excited, capable, and articulate
- Some of the Outspoken are excited and passionate about the discussion. If they're also knowledgeable and articulate, they might feel an overwhelming desire to contribute. They're so fully involved that they're unaware that they're taking more than their fair share of the airtime.
- Seeking attention
- To gain attention, some of the Outspoken exploit their advantages. Motivations differ. Some want to make a case for a particular mission that they hope the group will adopt. Some hope to enhance their own political stature, possibly to gain promotion or influence. Others seek to dominate solely for the thrill of domination.
- Believing no one has anything to say
- When a pause in the conversation occurs, or even before a pause develops, the Outspoken are more likely to believe that no one has anything to say. They conclude that it's permissible to contribute whatever might be in their minds.
- Rude or careless of the rights of others
- Some of the Outspoken recognize that their own behavior is rude, but they're either careless of the rights of others, or they feel that the discussion is so important and urgent that civility and politeness must be temporarily suspended.
- Strategically assertive
- Someone When someone repeatedly dominates
meetings, understanding the
experiences of all involved helps
us allocate airtime more fairlywho wants to limit opportunities for others to express points of view contrary to their own might steer the conversation in what they regard as a safe direction. They speak at length, and interrupt anyone who might express a contrary view. What might seem to be simple rudeness can actually be strategic.
- Politically powerful
- When the Outspoken are politically powerful, some consider them to be demonstrating their power. They don't actually have a point to make, other than that they're in charge. Perhaps. Also possible: the Outspoken feel threatened, weak, and small, and they dominate the meeting to validate their own images of themselves.
- Composite Outspoken
- The Outspoken might be two or three (or more) individuals, allied with a single purpose. They might plan in advance to express their point of view in a way that deprives others of airtime. But because the Outspoken are multiple people, they don't seem to be dominating the meeting.
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:
- Take Any Seat: II
- In meetings, where you sit in the room influences your effectiveness, both in the formal part of the
meeting and in the milling-abouts that occur around breaks. You can take any seat, but if you make your
choice strategically, you can better maintain your autonomy and power.
- How to Eliminate Meetings
- Reducing the length and frequency of meetings is the holy grail of organizational science. I've attended
many meetings on this topic, most of which have come to naught. Here are some radical ideas that could
change our lives.
- Agenda Despots: II
- Some meeting Chairs crave complete or near-complete control of their meeting agendas. In this Part II
of our exploration of their techniques, we emphasize methods for managing unwanted topic contributions
- Why Sidebars Happen
- Sidebar conversations between meeting participants, conducted while someone else has the floor, are
a distracting form of disorder that can waste time and reduce meeting effectiveness. Why do sidebars happen?
- Preventing Sidebars
- Sidebar conversations between meeting participants waste time and reduce meeting effectiveness. How
can we prevent them?
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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- 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 are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads 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.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
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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 a date for this
- 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.
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