You've done whatever you could in advance, but it didn't prevent an attempted hijacking of the meeting, because it appears that a meeting participant might be trying to steer the meeting away from the agenda. What can you do? Here are some guidelines for the meeting Chair or facilitator who is responding to hijacking behavior. In what follows, we'll use the names Horace or Harriet to refer to the hijacker.
- Adhere to established procedure
- However outrageous or insulting Horace's behavior becomes, be calm and respectful. Do nothing that would seem heavy-handed or offensive, or which can seem to be an abuse of the Chair's power. Such tactics can arouse sympathy among other participants or possible future hijackers. Hijackers, especially Horace, can use that sympathy to disrupt the agenda. If established procedures aren't sufficient for controlling hijackers, the time to add such tools is in advance of the hijacking incident.
- Allocate time to each agenda item
- Adhering to a pre-determined schedule creates a desire in other participants to keep the discussion on topic. This helps Chairs when they rule contributions out of order or when they determine that they're unrelated to the current agenda item. With each such ruling against Harriet, her efforts to marshal the sympathy of other participants become less productive.
- Recognize that some deviations from the agenda aren't hijacking
- Some people don't realize that their contributions are off topic. They're sincerely exuberant. Treating them as if they were hijackers can seem to be gratuitous spitefulness on the part of the Chair. Actual hijackers can exploit the Chair's mishandling of these incidents to gain sympathy for their disruptive behavior.
- Don't recognize other participants in Horace's place
- Recognizing someone other than Horace, out of turn, can be a tempting method for depriving him of opportunities to redirect the discussion. But it can also seem to be abuse of the Chair's power. Maintain your normal practice for recognizing speakers.
- Don't interrupt Harriet's attempts to shift the discussion
- Having recognized Some people don't realize
that their contributions
are off topic. They're
sincerely exuberant.Harriet, interrupting her as she tries to hijack the meeting can also appear to be abuse of the Chair's power. Comments such as, "Please get to the point," or "That isn't related to the current topic," can seem abrasive. When Harriet has finished, if her comments were explicitly forbidden by the not-agenda, advise the meeting at large of that fact. If it appears that she departed from the agenda in some other way, add her point to the parking lot. If she objects, explain that she was out of order, and let the meeting decide whether or not the agenda needs adjusting. The time taken for such an agenda adjustment discussion must, of course, be taken from reserve, or from other agenda items. After the first such incident, most participants will likely recognize the disruptive behavior as disruptive.
If these approaches don't contain the hijacker, and if the hijacker's agenda threatens the group's mission, recognize that resolving the matter publicly is unlikely to succeed. Adjourn the meeting or call a recess and address the problem privately, enlisting assistance from supervisors if necessary. Such a move might not be an admission of failure. It can be the first step on the path to successful resolution. First in this series Top Next Issue
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More articles on Effective Meetings:
- Discussus Interruptus
- You're chairing a meeting, and to your dismay, things get out of hand. People interrupt each other so
often that nobody can complete a thought, and some people dominate the meeting. What can you do?
- The Solving Lamp Is Lit
- We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving
before everyone is even aware of the problem. Here's how to prevent premature solution.
- Towards More Gracious Disagreement
- We spend a sizable chunk of time correcting each other. Some believe that we win points by being right,
or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some
thoughts to help you kick the habit.
- Untangling Tangled Threads
- In energetic discussions, topics and subtopics get intertwined. The tangles can be frustrating. Here's
a collection of techniques for minimizing tangles in complex discussions.
- Agenda Despots: I
- Many of us abhor meetings. Words like boring, silly, and waste come to mind. But for some meeting Chairs,
meetings aren't boring at all, because they fear losing control of the agenda. To maintain control,
they use the techniques of the Agenda Despots.
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- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
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speak the same language, geographic dispersion or the presence of employees from multiple enterprises
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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.
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- 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.