Meetings That Kill -- AgileCamp Sep 2013
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Meetings That Kill -- AgileCamp Sep 2013

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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 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.

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Meetings That Kill -- AgileCamp Sep 2013 Meetings That Kill -- AgileCamp Sep 2013 Presentation Transcript

  • #AgileCamp
  • WHO AM I? 2
  • MY COLLEAGUES Prof. Katerina Bezrukova, Santa Clara University Prof. Chester Spell, Rutgers University 4#AgileCamp View slide
  • IMAGINE 5 View slide
  • JOY OR 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
  • INTERRUPT ION 9
  • NEGATIVE EFFECTS OF INTERRUPTIONS 1927Memory & behavior 1988Psychological and physical health 1999Emotions & well-being 10#AgileCamp
  • Interruption ACCELERATION JoyDespair Performance #AgileCamp
  • ACCELERATION 13 INTERRUPT ION
  • 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
  • 17
  • 3 PARTS, 3 STEPS Stop – Look – Listen Mix (Negotiate) Share 18#AgileCamp
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  • p. 24