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 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

  1. 1. #AgileCamp
  2. 2. WHO AM I? 2
  3. 3. MY COLLEAGUES Prof. Katerina Bezrukova, Santa Clara University Prof. Chester Spell, Rutgers University 4#AgileCamp
  4. 4. IMAGINE 5
  5. 5. JOY OR DESPAIR? 6
  6. 6. ACCELERATION 7
  7. 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
  8. 8. INTERRUPT ION 9
  9. 9. NEGATIVE EFFECTS OF INTERRUPTIONS 1927Memory & behavior 1988Psychological and physical health 1999Emotions & well-being 10#AgileCamp
  10. 10. Interruption ACCELERATION JoyDespair Performance #AgileCamp
  11. 11. ACCELERATION 13 INTERRUPT ION
  12. 12. THREE PARTS TO WORK Human Technical Organizational 15 THREE PARTS TO A MEETING #AgileCamp
  13. 13. 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
  14. 14. 17
  15. 15. 3 PARTS, 3 STEPS Stop – Look – Listen Mix (Negotiate) Share 18#AgileCamp
  16. 16. 19
  17. 17. 20
  18. 18. p. 24

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