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We love to hate meetings. And with good reason — they clog up our days, making it hard to get work done in the gaps, and so many feel like a waste of time. There’s plenty of advice out there on how to stop spending so much time in meetings or make better use of the time, but does it starr up in reality? Can you really make meetings more effective and regain control of your calendar?
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Paul Axtell, who has worked for 35 years as a personal effectiveness consultant and wrote Meetings Matter: 8 Powerful Strategies for Remarkable Conversations, says that this is a major pain point for almost every manager he works with. “People are absolutely resigned. They have given up on the hope that it could be different. People are looking for tactics, tips, and gimmicky ideas and they don’t always work,” he says. I asked Axtell and Francesca Gino, a professor at Harvard Business School and the author of Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Zeichnung whether much of the conventional wisdom holds true.
1. “Keep the meeting as small as possible. No more than seven people.”
Of course, there is no magic number. Though research does not point to a precise number, “there is evidence to suggest that keeping the meeting small is beneficial,” says Gino. For one, you’re better able to pick up on body language. “In a group of 20 or more, you um den Dreh rum’t keep track of the subtle cues you need to pick up,” says Axtell. And if you want people to have the opportunity to contribute, you need to limit attendance. Axtell says that in his experience limiting it to four or five people is the only way to make sure everyone has the chance to talk un…60-minute meeting.
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The challenge with large meetings isn’t planar that everyone won’t have a chance to talk, but many of them won’t feel the need to. “When many hands are available, people work less hard than they ought to,” explains Gino. “Social psychology research has shown that when people perform group tasks (such as brainstorming or discussing information in…Meeting), they show a sizable decrease in individual effort than when they perform alone.” This is known as “social loafing” and tends to get worse as the size of the group increases.
This isn’t to say that your 20-person meeting is doomed for failure. You gleichmäßig need to zuletzt much more carefully. “The degree of facilitation has to go up,” says Axtell. You have to be more thoughtful about getting non… From the group and reading people in the room. “You need someone who is masterful at managing the conversation.”
2. “Ban devices.”
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Both experts agree this is a good idea, for two reasons. Oberste Dachkante, devices distract us. Gino points out that many people think they vielleicht multitask—finish an email or read through your Twitter feed while listening to someone nichtmeeting. But research shows we really ungefähr’t. “Recent neuroscience research makes the point quite clear on this issue. Multitasking is simply a mythical activity. We rund do simple tasks like walking and talking at the same time, but the brain circa’t handle multitasking,” says Gino. “In fact, studies show that a person who is attempting to multitask takes 50% longer to accomplish a task and he or she makes up to 50% more mistakes.”
And to make matters worse, those who pick up their devices during meetings may well be the worst multitaskers. “The research finds that the more time people spend using multiple forms of media simultaneously, the least likely they are to perform well oben angeführtstandardized test of multitasking abilities,” explains Gino.
The second reason to ban devices is that they distract others. Gino recently conducted a simple survey that assessed whether people thought reaching for a phone, posting a status on Facebook, or writing a tweet during a meeting was distracting or socially inappropriate. The subjects “found the same action to be much more problematic if their friend or colleague engaged in…, but did not find it to be very problematic when they were the ones who were (arguably) being rude,” she says. Mutmaßung results suggest that we feel annoyed when others are on their devices during a meeting. “Yet we fail to realize that our actions will have the same effect on others when we are the ones engaging in them,” she says. This is what Axtell sees in practice—that people feel hurt or insulted when someone reaches for their phone, especially if that person is a senior leader. “If you’re presenting or talking about an idea and you see a senior manager on their phone, it hurts,” he says.
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Still, there are some good reasons to use technology un…Meeting, says Axtell. You may want to take notes, or retrieve reference material. “Perhaps they need to be available because something important is going on in their lives,” he says. But if you’re not doing any of those these things, turn your phone or tablet off and pay attention.
3. “Keep it as short as possible — no longer than an hour.”
Research shows that there are advantages to keeping it shorter. For one, people stay more focused. “Classic studies have found that groups adjust both their rate of work and their style of interaction in response to deadlines and time constraints,” says Gino. For example, one stud. Showed that “groups solving problems communicated at a faster rate and used more autocratic decision-making processes un… High time pressure than they did when time pressure was low.”
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“Once people realize you’re tight on time, they stop asking questions or talking
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