Bad meetings are the bane of the corporate world, and yet despite what appears to be an overwhelming consensus that they’re often unnecessary and unproductive, many workplaces continue to struggle to avoid them.
Why do bad meetings feel inevitable? Are we really resigned to sitting in or worse, leading pointless meetings? We shouldn’t be. Here are common reasons you might be back-to-back every single day, and how you can get your (and your team's) schedule under control:
Of course, there’s no once-and-done cure for the modern workplace’s meeting addiction. The pitfalls we’ve identified stem from universal human biases, and those biases are exceedingly difficult to overcome. But by understanding the psychology behind bad meetings, both managers and their teams can work towards healthier communication norms, more-effective interactions, and cleaner calendars.
How many meetings do you have per week?
Do you always send the agenda before the meeting?
Whillans A., Feldman D., Wisniewski D. (2021, November). The Psychology Behind Meeting Overload. Harvard Business Review.
Mark Kalin je izkušen manager, podjetnik, innovator, mentor, predavatelj in strokovnjak za vzpostavljanje inovativnih ekosistemov in transformacij kultur ter strokovnjak za vzpostavitev visoko zmogljivih virtualnih timov, z zelo bogato izobrazbo in poslovnimi izkušnjami.
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