meetings that kill -- agilecamp sep 2013
DESCRIPTION
Meetings can cause good or bad stress. The difference is whether the meeting is advancing or getting in the way or your work. Learn to use “plugged-in management” approaches to design your meetings with a mix of human, technical and organizational dimensions that support lean startup, UX, and work — and create a better stress environment. From work with Katerina Bezrukova and Chester Spell.TRANSCRIPT
MEETINGS T
HAT K
ILL
PR
OF.
TERR
I L .
GR
IFF IT
H,
PH
D
SA
NTA
CLA
RA
UN
IVER
SIT
Y
AU
THO
R O
F TH
E PLU
GG
ED- I
N
MA
NA
GER
#AgileCamp
WHO AM I?
2
MY COLLEAGUES
Prof. Katerina Bezrukova, Santa
Clara University
Prof. Chester Spell, Rutgers
University
4#AgileCamp
IMAGINE
5
JOYOR
DESPAIR?
6
ACCELERATION
7
“Our research inside companies revealed that the best way to motivate people, day in and day out, is by facilitating progress -- even small wins.”
8#AgileCamp
INTERRUPTION
9
NEGATIVE EFFECTS OF INTERRUPTIONS
1927 Memory & behavior
1988 Psychological and physical
health
1999 Emotions & well-being
10#AgileCamp
Interruption
ACCELERATION
JoyDespair
Performance
#AgileCamp
ACCELERATION
13
INTERRUPTION
THREE PARTS TO WORK
Human
Technical
Organizational
15
THREE PARTS TO A MEETING
#AgileCamp
HOW BAD IS BAD?
Strength: For example, the status of the people attending, and especially the status of the people calling the meeting: meetings that you cannot decline.
Immediacy/Interruption: The extent to which the meetings are an immediate interruption to progress. “I got nothing done today -- all I did was go to meetings.”
Number: The number of meetings.
16#AgileCamp
DO YOU N
EED A B
ETTER
MIX?
17
3 PARTS, 3 STEPS
Stop – Look – Listen
Mix (Negotiate)
Share
18#AgileCamp
NOT JU
ST TA
LK,
HUMAN & S
TRUCTU
RAL
CHANGE
19
20
p. 24