The Surprising Science of Meetings
Page 16
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Chapter 3
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Chapter 4
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Chapter 5
Littlepage, G. E., & Poole, J. R. (1993). Time allocation in decision making groups. Journal of Social Behavior and Personality, 8(4), 663–672.
Mankins, M. C. (2004). Stop wasting valuable time. Harvard Business Review, 82(9), 58–67.
Chapter 6
Aubé, C., Rousseau, V., & Tremblay, S. (2011). Team size and quality of group experience: The more the merrier? Group Dynamics: Theory, Research, and Practice, 15(4), 357–375.
Gallo, C. (2006, September 27). How to run a meeting like Google. Bloomberg, https://www.bloomberg.com/news/articles/2006-09-26/how-to-run-a-meeting-like-google
Guéguen, N., Dupré, M., Georget, P., & Sénémeaud, C. (2015). Commitment, crime, and the responsive bystander: Effect of the commitment form and conformism. Psychology, Crime & Law, 21(1), 1–8.
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Ingham, A. G., Levinger, G., Graves, J., & Peckham, V. (1974). The Ringelmann effect: Studies of group size and group performance. Journal of Experimental Social Psychology, 10(4), 371–384.
Chapter 7
Bluedorn, A. C., Turban, D. B., & Love, M. S. (1999). The effects of stand-up and sit-down meeting formats on meeting outcomes. Journal of Applied Psychology, 84(2), 277–285.
Clayton, R., Thomas, C., & Smothers, J. (2015, August 5). How to do walking meetings right. Harvard Business Review. Retrieved from https://hbr.org/2015/08/how-to-do-walking-meetings-right
Economy, P. (2017, May 1). 7 powerful reasons to take your next meeting for a walk. Inc. Retrieved from https://www.inc.com/peter-economy/7-powerful-reasons-to-take-your-next-meeting-for-a-walk.html
Knight, A. P., & Baer, M. (2014). Get up, stand up: The effects of a non-sedentary workspace on information elaboration and group performance. Social Psychological and Personality Science, 5(8), 910–917.
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Oppezzo, M., & Schwartz, D. L. (2014). Give your ideas some legs: The positive effect of walking on creative thinking. Journal of Experimental Psychology: Learning, Memory, and Cognition, 40(4), 1142–1152.
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Chapter 8
Grawitch, M. J., Munz, D. C., Elliott, E. K., & Mathis, A. (2003). Promoting creativity in temporary problem-solving groups: The effects of positive mood and autonomy in problem definition on idea-generating performance. Group Dynamics: Theory, Research, and Practice, 7(3), 200–213.
Karlesky, M., & Isbister, K. (2014, February). Designing for the physical margins of digital workspaces: Fidget widgets in support of productivity and creativity. In Proceedings of the 8th International Conference on Tangible, Embedded and Embodied Interaction, Munich, Germany (pp. 13–20). doi:10.1145/2540930.2540978
Lehmann-Willenbrock, N., & Allen, J. A. (2014). How fun are your meetings? Investigating the relationship between humor patterns in team interactions and team performance. Journal of Applied Psychology, 99(6), 1278–1287.
Mueller, P. A., & Oppenheimer, D. M. (2014). The pen is mightier than the keyboard: Advantages of longhand over laptop note taking. Psychological Science, 25(6), 1159–1168.
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Washington, M. C., Okoro, E. A., & Cardon, P. W. (2014). Perceptions of civility for mobile phone use in formal and informal meetings. Business and Professional Communication Quarterly, 77(1), 52–64.
Zijlstra, F. R., Waller, M. J., & Phillips, S. I. (2012). Setting the tone: Early interaction patterns in swift-starting teams as a predictor of effectiveness. European Journal of Work and Organizational Psychology, 21(5), 749–777.
Chapter 9
Gallupe, R. B., Dennis, A. R., Cooper, W. H., Valacich, J. S., Bastianutti, L. M., & Nunamaker, J. F. (1992). Electronic brainstorming and group size. Academy of Management Journal, 35(2), 350–369.
Heslin, P. A. (2009). Better than brainstorming? Potential contextual boundary conditions to brainwriting for idea generation in organizations. Journal of Occupati
onal and Organizational Psychology, 82(1), 129–45.
Rogelberg, S. G., Barnes-Farrell, J. L., & Lowe, C. A. (1992). The stepladder technique: An alternative group structure facilitating effective group decision making. Journal of Applied Psychology, 77(5), 730–737.
Stasser, G., & Titus, W. (1985). Pooling of unshared information in group decision making: Biased information sampling during discussion. Journal of Personality and Social Psychology, 48(6), 1467–1478.
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Chapter 10
Maier, N. R. F., & Hoffman, L. R. (1960). Quality of first and second solutions in group problem solving. Journal of Applied Psychology, 44, 278–283.
Mankins, M. (2004, September). Stop wasting valuable time. Harvard Business Review. Retrieved from https://hbr.org/2004/09/stop-wasting-valuable-time
Rogelberg, S. G., O’Connor, M. S., & Sederburg, M. (2002). Using the stepladder technique to facilitate the performance of audioconferencing. Journal of Applied Psychology, 87(5), 994–1000.
INDEX
Page numbers followed by f and t refer to figures and tables, respectively.
accountability, 28–29
active facilitation, 134–136
active listening, 36, 99, 155
active participation, 37, 143t, 156
Advanced Facilities Services, 50
agendas, 55–67
assigning responsibilities in, 63–64
choosing topics for, 57–59, 141t
distribution of, 66
example of, 65t
flow in, 59–61
importance of, 55–57, 131
matching process with, 64
template for, 161–162
and timing, 61–63
Agenda Template, 161–162
Allen, Joe, 19, 92
AlliedSignal, 25
Amazon, 73, 114–115
anticipation, 130
Apple, 47, 63–64, 72
approval, social, 107
“Art of the Huddle, The,” 49
Associated Press, 43
attachment, employee, 16
attendees
choosing, 74–79, 132, 141t
feedback from, 30–31
and positivity, 93–94
bad meetings, x, 9, 137
Baer, Markus, 89
Bain & Company, 70
Bank of America, 140
Barsade, Sigal, 19–20
Bezos, Jeff, 114–115
biases, 26–27
Bic, 105, 108
big meetings, 69–71
Bishop-Wisecarver, 49
Blenko, Marcia, 70
bloated meetings, 69–71
Bluedorn, Allen, 19, 88
Boeing, 126
Bossidy, Larry, 25
brainstorming, 73, 108–109
brainwriting, 109–114, 117, 135
Branson, Richard, 88
breaks, 143t
British Journal of Sports Medicine, 88
Bryan, Judith, 42
Cadbury Schweppes, 126
Capital One, 47
carbon dioxide, 52
CEOs, 5–7, 5t–7t
chairs, 82–84, 83f
Child, Julia, 135
Clarizen, 10
Clayton, Russell, 85
clicker quizzes, 100–101, 103
Coca-Cola, 105
collective performance, 71
College Board, 26
Columbia University, 5
commitment, 17, 78
confederate, 19–20
conflict management, 36–37, 156
consensus, 37, 156–157
Container Store, The, 34
Cornell University, 38
cost calculator, 143t
Cowper, William, 90
cues, 30–31, 120, 136–137
cultural norms, 41–42
Current Directions in Psychological Science, 81
Death by Meetings (Lencioni), 60
Decide & Deliver: 5 Steps to Breakthrough Performance in Your Organization (Blenko, Mankins, and Rogers), 70
decision-making, 124
Dell, 47
democratization, 7–8
directly responsible individual (DRI), 64
discussions, written, 112–114
Dorsey, Jack, 85
Drucker, Peter, 16, 129
Duke University, 81
during-meeting tips, 122–123
Economist, The, 42, 56
8-18-1800 rule, 73
email, 125
employee attachment, 16
employee engagement
and agendas, 58
and feedback, 29
meeting size affecting, 69–70
and moods, 92
studies of, 19
in walking meetings, 85–86
employees, 7–9
empowerment, 7
empty chairs, 83f
engagement. See employee engagement
Engagement Survey (sample), 153
environment, 141t
Ersek, Hiket, 86–87
European Journal of Work and Organizational Psychology, 94–95
excess time, 42–43
exclusion, 73–74, 79
Executive Time Use Project, 5
expectations, 146t–147t
experimental studies, 19–20
Facebook, 85
facilitation techniques, 36–37, 49, 134–136, 155–157
failure, 119–121
Fast Company, 98
feedback, 147t
in agendas, 66
for inclusion, 77
for remote calling, 125
and self-awareness, 29–33, 39
and silence, 106
fidget items, 98, 143t
field survey studies, 18–19
fifteen-minute meetings, 46–50, 53
food, 97–98
Franklin, Benjamin, 56
Fuze, 4
Galbraith, John Kenneth, 15
GAU (Guilford Alternative Uses) task, 86
Give and Take (Grant), 34
giver leaders. See servant-and-giver leaders
goals, 72
Good Meeting Facilitation Checklist, 155–157
Google, 45–47, 73, 76, 131, 140
Google Docs, 124–125
Grant, Adam, 34
Grawitch, Matthew, 91–92
Green Peak Partners, 38
greetings, 93–94
Groppel, Jack, 85
Group Dynamics: Theory Research and Practice, 70, 92
groupthink, 108
Grove, Andy, 20, 29, 58, 129
Guide to Taking Good Meeting Minutes and Notes, 163
Guilford Alternative Uses (GAU) task, 86
habits, 81–82, 133
Happy Hour Is 9 to 5: How to Love Your Job, Love Your Life, and Kick Butt at Work (Your Best Self), 95
Harley Davidson, 105
Harris Poll, 10
Harvard Business Review, 3, 4, 7–8, 85, 126
Harvard University, 5
Huddle Implementation Checklist, 159–160
huddles
effectiveness of, 50
examples of, 49–50
and meeting lengths, 47–52, 48t, 53
and self-awareness, 31, 32–33
humor, 92, 143t
IBM, 44
ice breakers, 142t
Inc. magazine, 49, 85–86
inclusion, 7–8, 75
inflated perception, 25–28
informal scanning, 31, 137
information sharing, 106–108
innovations, 147t
input, 75, 141t, 144t
Instant Messenger, 122
Intel, 20, 29, 58, 129
interaction-requiring topics, 57–58
Jay, Antony, 4
Jobs, Steve, 52, 72, 85
Johnson & Johnson, 85
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Journal of Applied Psychology, 92
Journal of Criminal Justice, 43
Journal of Experimental Psychology: Learning, Memory, and Cognition, 86
Keith, Elise, 4, 9
Kello, John, 73
Knight, Andrew, 89
laboratory studies, 19–20
Lake Wobegon Effect, 26
laptops, 100
late policy, 146t
Lawrence Berkeley National Laboratory, 52
leader-first approach, 34
leadership, 25–39
goals of, 34–38
importance of, 27–28
mindsets of, 134
and positivity, 93–94, 96, 102–103
for remote meetings, 126–127
self-awareness of, 28–30
and self-perception, 26–27
skill development for, 30–34
Lehmann-Willenbrock, Nale, 92
Lencioni, Patrick, 60
Life Savers, 105
LinkedIn, 85, 139
listening, active, 36, 99, 155
Littlepage, Glen, 59
Locke, Ed, 42
London School of Economics, 5
Lucid Meetings, 4
managers, 4–5
Mankins, Michael, 70
Marakon Associates, 56
Mayer, Marissa, 47
McDonald’s, 105
Meeting Expectations Quick Survey, 165
meeting lateness, 45, 142t, 146t
meeting notes, 76–77, 163
Meeting Quality Assessment—Calculation of a Wasted Meeting Time Index, 12–13, 149–152
meetings
bad, x, 9, 137
big, 69–71
cost of, ix–ix, 8–10, 13, 129
defined, xi, 4
frequency of, 3–7
habits in, 81–82
importance of, ix, xi–xii, 16–17, 20, 137–138
innovations in, 139–140
length of, 41–53, 131, 146t
mindsets for, 134
perceptions of, 10–12, 11t
purpose of, 7–8
recommendations for planning, 141t–147t
remote. See remote meetings