We began last time exploring the costs of meeting interruptions that happen when a late arrival asks for a recap of what has already occurred. We noted that meeting leads, anticipating late arrivals, sometimes front-load their agendas with less-important items. We discussed the resentments and annoyance that habitual late arrivals can generate. And we sketched how accommodating late arrivals can create more late arrivals.
But requests for recaps can degrade the quality of meeting output in other ways. Here are four examples.
- The people who were present before the late arrival arrived have already heard what's being repeated. That's one reason why some of them regard recaps as opportunities not to pay attention. They check out. In virtual meetings, there's plenty to distract them. Examples: games, email, desk drawer contents rearranging, and if they're in the right place, people watching. For the meeting lead, bringing the distracted back to Planet Earth might be challenging. The time lost in a two-minute recap can become three minutes, four minutes, or more. Hopefully, nothing important happens before the distracted return to Earth.
- Debate about the recap
- Occasionally, delivering a recap exposes a disagreement about what actually occurred. Strong disagreements, though possible, are rare, but resolving even minor disagreements about the content of the recap can take additional time. Worse, toxic conflict can erupt if the meeting Lead uses the power of the Chair to rewrite history even slightly by presenting a biased recap.
- Loss of thread
- Even if there is agreement about the recap, the interruption itself can cause people to lose the thread of the discussion. In most discussions, some participants who weren't speaking at the time of the interruption might have had contributions in mind. When the action resumes, some might remember what they were about to say, but some won't. That's why, after interruptions, we sometimes hear, "Where were we?" or "Now, you were about to say…" or "What were you saying?" or, unbelievably, "What was I saying?" In some cases, when an important contribution is lost, even temporarily, or when people cannot remember the context of the interrupted discussion, the cost can be incalculable.
- Opportunity cost
- The time Four more ways in which
a late arrival's request
for a recap can degrade
meeting outputspent on delivering recaps, including debating their content, could have been spent on other agenda items. And if that were done, it's possible that the outcomes of those discussions might have been improved. But time is just one factor worth considering. People have a finite supply of energy for thought or self-regulation, and if we spend it on recaps and their associated distractions, resentments, and frustrations, it isn't available for real work.
Perhaps the most significant cost is interruption of flow. Flow occurs when someone is immersed in an activity, intensely focused, and fully involved. Interrupting a meeting that is in flow can halt its creativity. Because recovery might not occur in that meeting, we may never know the cost of the lost creativity. First in this series 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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More articles on Effective Meetings:
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- The End-to-End Cost of Meetings: I
- By now, most of us realize how expensive meetings are. Um, well, maybe not. Here's a look at some of
the most-often overlooked costs of meetings.
- The End-to-End Cost of Meetings: II
- Few of us realize where all the costs of meetings really are. Some of the most significant cost sources
are outside the meeting room. Here's Part II of our exploration of meeting costs.
- 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.
- How to Waste Time in Meetings
- Nearly everyone hates meetings. The main complaint: they're mostly a waste of time. The main cause:
us. Here's a field manual for people who want to waste even more time.
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.
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- 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.
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- 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:
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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.