Meeting Troubles: Culture

Organizational culture is the set of attitudes, values, norms, and beliefs widely held by members of the organization. The elements of culture need not be self-consistent, but they affect the organization's goals, strategies, and structure, and its approaches to setting and achieving its objectives. The people of the organization need not be aware of every cultural element, nor is their behavior always consistent with the culture.

Culture can contribute to troubles in meetings. For example, if harmony is highly valued, people try to please — and avoid displeasing — each other. These tendencies can elevate the chances of taking a Trip to Abilene, which happens when everyone in a group agrees to a proposal that nobody actually wants, because they all believe that everyone else favors it.

Here are three examples of meeting troubles that have cultural causes.

Insufficient facilities

Organizations can sometimes be shortsighted about cost control. They invest too little in meeting facilities, especially those for virtual teams, which have expensive requirements. Scarcity of adequate facilities causes teams to claim time slots in advance of known needs. Once they claim a time slot, they feel obliged to meet, and to use the entire slot. This sense of pressure to meet can lead to a waste of everyone's time. If teams cannot secure the facilities they need, they meet in settings unsuited to the task — for example, an audio-only virtual workspace to conduct discussions that actually need an electronic whiteboard. When such mismatches occur, groups tend not to account for the shortcomings of the meeting setting. Meetings run overtime and output quality suffers.

Reducing facilities Cultures that value teamwork
sometimes confuse working
together with getting togetherexpense is often the most expensive strategy, if we account for the cost of the resulting delays and bad decisions.

Serial submeetings

Cultures that value teamwork sometimes confuse working together with getting together. Often, a team meets as one, when meeting as subteams would be more effective. One indicator of this pattern is a meeting consisting of serial submeetings — a sequence of discussions in which few people are involved or qualified to contribute. Each subteam takes its turn, while everyone else looks on.

For increased effectiveness, the team could have the subteams meet in parallel or at times they choose, reporting afterwards to the whole any issues or surprises. This creates free time for the team to assemble to address shared issues, or to connect socially.

Ritualized standups

Standup meetings are increasingly popular, especially in organizations that value Agile processes. Standups are supposedly shorter because of the discomfort of standing. But they don't help at all unless the content of the meeting is suited to that form, which works best for quick check-ins, for a total of at most 15 minutes.

Extended discussion of complex issues still requires chairs, a table, and maybe other equipment — like a notepad or a laptop and projector. Use a standup only when it fits the agenda.

You've probably seen other examples of cultural causes of meeting troubles. Send them along and I'll include them in a future installment of this growing collection.   First issue 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!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Effective Meetings:

Virtual Blowhards

Controlling meeting blowhards is difficult enough in face-to-face meetings, but virtual meetings present next-level problems, because techniques that work face-to-face are unavailable. Here are eight tactics for dealing with virtual blowhards.

Brainstorming and Speedstorming: I

Recent research suggests that brainstorming might not be as effective as we would like to believe it is. An alternative, speedstorming, might have some advantages for some teams solving some problems.

Newly Virtual Politics: Meetings

Pandemic or not, workplace politics marches on. But with the pandemic and the prevalence of formerly co-located teams becoming more virtual, workplace politics takes a new form, especially clearly so in meetings.

Reaching Agreements in Technological Contexts

Reaching consensus in technological contexts presents special challenges. Problems can arise from interactions between the technological elements of the issue at hand, and the social dynamics of the group addressing that issue. Here are three examples.

Exploitation and Conversational Narcissism at Work: II

Exploitation of others is one of four themes of conversational narcissism. Knowing how to recognize the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are six examples that emphasize exploitation of others.

See also Effective Meetings and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

Coming March 19: On Lying by Omission

Of the many devious strategies of workplace politics, deception is among the most commonly used. And perhaps the most commonly used tactic of deception is lying. Since getting caught in a lie can be costly, people try to lie without lying. Available here and by RSS on March 19.

And on March 26: Seven Ways to Support Word-of-Mouth About Your Content

Whether you're making a presentation or writing an article or a book, making your material more memorable is a desirable objective. After the talk, or after the reader sets down your work, what you have to offer will be accessible only if the auditor or reader remembers something about it. Available here and by RSS on March 26.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentSgXnAlNVWlhxNIJner@ChacAtZoEYrrmofzZnjPoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info