About your meetings: 6 common problems
About your meetings: 6 common problems
Multi-directional thinking
With any meeting, everyone needs to be clear about what the problem or objective is. Otherwise, everyone sets off in different direction; each genuinely believing they are on the right route
Multi-focused thinking
You can only actually think of one thing at a time. Your mind can’t cope in any other way. It might only be a second or two before you move on to another area; but it is one thing at a time. But, at a meeting, everyone can be focused on a “different thing”
A lack of concentration on both the content and the process
Everyone in a meeting needs to be clear about both of these; or it won’t be as effective as it should be. The content covers the “what” of the meeting e.g. identifying the problem so everyone is clear about it. The process covers the “how” e.g. methods or procedures the meeting will follow. Once both are clear, only then is real progress likely to be made
A concentration on attack or defence
Here, instead of contributing to a discussion, one or more individuals are more worried about how they can make their voice heard. Or, are wary of being attacked or put down by the remaining meeting participants. So, they end up not expressing themselves - or doing so in either a combative or defensive way. This makes it more difficult for an individual to listen to and consider the points others are making
Differing “role perceptions”
This can concern both individuals or a group as a whole. The purpose or remit of the meeting isn’t clear. Is it to reach a decision? Or to rubber-stamp a decision made elsewhere? Is it to discuss something or to reach a decision about it? What are the limits within which the meeting can decide? If it isn’t clear, time can be wasted heading in the wrong direction or making “impossible” decisions e.g. outwith the meeting’s authority
Does the meeting simply emphasise the “hierarchy”?
Here, the meeting has the outward appearance of being democratic. But, in reality, everyone is expected to “know their place” e.g. the juniors to shut up, the seniors to dominate, the cowardly to agree, the boss to prevail. Outwardly, for example, suggestions and views are welcomed. Until an individual steps outside the “hierarchy” e.g. disagrees with a point made by the boss. Then, power is misused to put the individual back “in their proper place”. If the boss controls every meeting, then this is emphasised. If, for example, an “ideas” meeting was chaired by another member of the team, this would demonstrate a genuine desire to let others contribute
Recognizing - and dealing - with such potential "meetings-traps" can help your events become more focused and effective
About your meetings 6 common problems - To learn more about this author, visit Gordon Veniard's Website.
Like this article? Share it with your friends
There are a range of problems that can occur during meetings. Here are six of the most common "barriers" to success:
Multi-directional thinking
With any meeting, everyone needs to be clear about what the problem or objective is. Otherwise, everyone sets off in different direction; each genuinely believing they are on the right route
Multi-focused thinking
You can only actually think of one thing at a time. Your mind can’t cope in any other way. It might only be a second or two before you move on to another area; but it is one thing at a time. But, at a meeting, everyone can be focused on a “different thing”
A lack of concentration on both the content and the process
Everyone in a meeting needs to be clear about both of these; or it won’t be as effective as it should be. The content covers the “what” of the meeting e.g. identifying the problem so everyone is clear about it. The process covers the “how” e.g. methods or procedures the meeting will follow. Once both are clear, only then is real progress likely to be made
A concentration on attack or defence
Here, instead of contributing to a discussion, one or more individuals are more worried about how they can make their voice heard. Or, are wary of being attacked or put down by the remaining meeting participants. So, they end up not expressing themselves - or doing so in either a combative or defensive way. This makes it more difficult for an individual to listen to and consider the points others are making
Differing “role perceptions”
This can concern both individuals or a group as a whole. The purpose or remit of the meeting isn’t clear. Is it to reach a decision? Or to rubber-stamp a decision made elsewhere? Is it to discuss something or to reach a decision about it? What are the limits within which the meeting can decide? If it isn’t clear, time can be wasted heading in the wrong direction or making “impossible” decisions e.g. outwith the meeting’s authority
Does the meeting simply emphasise the “hierarchy”?
Here, the meeting has the outward appearance of being democratic. But, in reality, everyone is expected to “know their place” e.g. the juniors to shut up, the seniors to dominate, the cowardly to agree, the boss to prevail. Outwardly, for example, suggestions and views are welcomed. Until an individual steps outside the “hierarchy” e.g. disagrees with a point made by the boss. Then, power is misused to put the individual back “in their proper place”. If the boss controls every meeting, then this is emphasised. If, for example, an “ideas” meeting was chaired by another member of the team, this would demonstrate a genuine desire to let others contribute
Recognizing - and dealing - with such potential "meetings-traps" can help your events become more focused and effective
About your meetings 6 common problems - To learn more about this author, visit Gordon Veniard's Website.
Like this article? Share it with your friends
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