Meeting hijacking is widely defined as the result of the behavior of an individual who insists that the meeting participants discuss his or her preferred topic, instead of whatever is currently on the agenda. Although that situation could be a hijacking, the problem is both subtler and more complex.
In the next issue, we'll catalog techniques hijackers use to hijack meetings. For now, let's explore why people try to hijack meetings.
In what follows, I'll use the names Horace or Harriet to refer to the attempted hijacker, in place of the awkward form "he or she."
- Some people hijack meetings to gain control of the group. They care less about content than they do about controlling the process. For example, they might want to undermine the Chair's authority, hoping to demonstrate the Chair's unsuitability for the role. Or they might be acting on behalf of powerful people, who might not even be present, if those people want the group to fail in its mission, for political reasons. Motivations abound.
- Those who seek control of the meeting are not always "control addicts." Sometimes people seek control quite rationally, if for nefarious purposes.
- Urgent sincerity
- When Horace The choice of response to hijack
attempts depends to some extent
on the motives of the hijackersurgently and sincerely believes that an issue must be addressed immediately, and when private attempts to convince the Chair have failed to do so, he might attempt a hijacking. In one variety of urgent sincerity, Horace is laboring under a misapprehension of the actual issues facing the meeting. He might be either confused or misled by others. One can, after all, be sincerely mistaken.
- Horace can accept that the matter won't be addressed, or alternatively, he can try to persuade the other participants during the meeting. The latter alternative fits most definitions of hijacking. Appropriate responses to such actions differ markedly from responses to the more nefarious control-motivated tactics.
- Harriet might not actually care much about the agenda she's disrupting, but she does disrupt it because of an agreement she made with someone who does care. Typically this happens when Harriet's co-conspirator, Horace, cannot hijack the meeting himself. He might have acquired a reputation that has put the meeting Chair on guard, or he might not be present. He might have an obvious conflict of interest that would undermine his direct attempts to hijack the meeting, whereas Harriet's attempts might be more likely to appear to be sincere.
- Most conspiracies are easily detected, but they often escape consideration as possible explanations for hijacking behavior because the idea seems so elaborate. Some feel reluctant to share the thought of conspiracy with others for fear of seeming "paranoid," to use the term in the lay sense. Conspiracies are most effective when they target people who can't accept their existence.
Motivations for hijack attempts vary widely. Your choice of response depends on what you think is actually happening. We'll examine hijacking techniques next time, and prevention in the issue after that. Next in this series Top Next Issue
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More articles on Effective Meetings:
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- The question-and-answer exchanges that occur during or after presentations rarely add much to the overall
effort. But how you deal with questions can be a decisive factor in how your audience evaluates you
and your message.
- 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.
- Exasperation Generators: Opaque Metaphors
- Most people don't mind going to meetings. They don't even mind coming back from them. It's being
in meetings that can be so exasperating. What can we do about this?
- 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.
- Historical Debates at Work
- One obstacle to high performance in teams is the historical debate — arguing about who said what
and when, or who agreed to what and when. Here are suggestions for ending and preventing historical debates.
Forthcoming issues of Point Lookout
- Coming March 28: Four Overlooked Email Risks: II
- Email exchanges are notorious for exposing groups to battles that would never occur in face-to-face conversation. But email has other limitations, less-often discussed, that make managing dialog very difficult. Here's Part II of an exploration of some of those risks. Available here and by RSS on March 28.
- And on April 4: 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 April 4.
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