A class on why, and how, to improve the meeting culture in our Company. Includes theory, examples of bad and good meetings, and specific lists of your responsibilities as a meeting attendee and as a meeting organizer.
WHY PEOPLE BULLSHIT AND WHAT TO DO ABOUT ITKevin Duncan
A quick analysis of this strange phenomenon, with some suggestions about how to cope with people who bullshit.
bulldictionary.com
Buy the book: http://amzn.to/2doeOTI
An analysis of why people bullshit and what you can do about it. A taster for The Dictionary of Business Bullshit and asking Kevin to speak on the subject.
The strength of your community is the best predictor of your project’s long-term viability. What happens when that community is gradually infiltrated by assholes, who infect everyone else with their constant negativity and personal attacks? Although someone may be a valuable technical contributor, that person will never contribute as much to the project as the many others who are scared away and demotivated.
This talk will teach you about the dramatic impact assholes are having on your organization today and will show you how you can begin to repair it.
Design principles for a global movement on disability supportCitizen Network
1. The document discusses design principles for developing a global movement to advance self-directed support. It outlines challenges such as slow progress, debates over terminology and models, and a lack of consistent pressure on governments.
2. Key design principles for an effective self-directed support system are proposed, including that it be rights-based, person-centered, clear, flexible, easy to use, community-focused, sustainable, and innovative. Groups discuss how these principles apply in their own contexts.
3. Building a global movement requires overcoming challenges like distorted implementation and divided allies. Respecting differences, learning from evidence, building alliances, and working together as citizens are discussed as ways to organize collective intelligence and communities
Sophie Potter of ReachOut.com and Alison Michalk of Quiip share tips & wisdom for creating safe, welcoming and supportive online communities. Presentation from ConnectingUp 2014.
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1) Plan meetings with potential contacts before attending to get the most out of networking opportunities. Follow up after to continue conversations.
2) SXSW is like speed dating - focus on learning from and contributing to discussions with new acquaintances.
3) Collect business cards and follow up on discussions while impressions are still fresh to maximize networking benefits.
The document offers advice for effectively leveraging the SXSW conference environment to make new connections and further existing relationships.
Effective Business Meetings
The PPT helps to inform audience regarding effective business meetings and how to engage people of different hierarchy into successful business meetings. More emphasis is on business correspondence.
WHY PEOPLE BULLSHIT AND WHAT TO DO ABOUT ITKevin Duncan
A quick analysis of this strange phenomenon, with some suggestions about how to cope with people who bullshit.
bulldictionary.com
Buy the book: http://amzn.to/2doeOTI
An analysis of why people bullshit and what you can do about it. A taster for The Dictionary of Business Bullshit and asking Kevin to speak on the subject.
The strength of your community is the best predictor of your project’s long-term viability. What happens when that community is gradually infiltrated by assholes, who infect everyone else with their constant negativity and personal attacks? Although someone may be a valuable technical contributor, that person will never contribute as much to the project as the many others who are scared away and demotivated.
This talk will teach you about the dramatic impact assholes are having on your organization today and will show you how you can begin to repair it.
Design principles for a global movement on disability supportCitizen Network
1. The document discusses design principles for developing a global movement to advance self-directed support. It outlines challenges such as slow progress, debates over terminology and models, and a lack of consistent pressure on governments.
2. Key design principles for an effective self-directed support system are proposed, including that it be rights-based, person-centered, clear, flexible, easy to use, community-focused, sustainable, and innovative. Groups discuss how these principles apply in their own contexts.
3. Building a global movement requires overcoming challenges like distorted implementation and divided allies. Respecting differences, learning from evidence, building alliances, and working together as citizens are discussed as ways to organize collective intelligence and communities
Sophie Potter of ReachOut.com and Alison Michalk of Quiip share tips & wisdom for creating safe, welcoming and supportive online communities. Presentation from ConnectingUp 2014.
The document provides tips and lessons learned from attending SXSW. Some key points include:
1) Plan meetings with potential contacts before attending to get the most out of networking opportunities. Follow up after to continue conversations.
2) SXSW is like speed dating - focus on learning from and contributing to discussions with new acquaintances.
3) Collect business cards and follow up on discussions while impressions are still fresh to maximize networking benefits.
The document offers advice for effectively leveraging the SXSW conference environment to make new connections and further existing relationships.
Effective Business Meetings
The PPT helps to inform audience regarding effective business meetings and how to engage people of different hierarchy into successful business meetings. More emphasis is on business correspondence.
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The document discusses the effect of perception on decision making. It defines perception as how we interpret sensory information and gives meaning to our environment. Perception influences behavior because people react based on their perception of reality rather than objective reality. Factors like attitudes, motives, and experiences affect a person's perception. Perception can impact decision making through processes like selective perception, stereotyping, and overconfidence. Examples are given of companies like Kodak and Atari that made bad decisions due to perceptual biases of their leadership. Organizational citizenship behaviors are voluntary actions that benefit an organization but are not formally rewarded and help create a cooperative workplace culture.
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The document outlines Simon Sinek's "Golden Circle" theory of how successful leaders communicate their message. The Golden Circle explains that leaders think from the inside out, starting with their purpose or "why", then their method or "how", and finally their product or "what". In contrast, most people communicate from the outside in, starting with "what" they do. This document uses examples like Apple and Martin Luther King Jr. to illustrate how clearly communicating one's purpose can inspire loyalty and drive success, even more than resources or skills alone.
How Companies can Effectively Work with Open Source CommunitiesAll Things Open
Joe Brockmeier
Manager with the Community Team (Open Source and Standards office) with Red Hat
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Raleigh, North Carolina
The document introduces Liberating Structures (LS), which are simple group activities designed to include more people in shaping the future. It provides an overview of LS and then demonstrates several specific LS, including:
- Impromptu Networking, which allows people to rapidly share challenges while building connections.
- 1-2-4-All, where participants generate ideas alone, then in pairs, groups of 4, and finally all together, focusing on the best ideas.
- TRIZ, where participants identify counterproductive behaviors and ways to "stop" them to make space for innovation.
- 15% Solutions, which focuses on small actions anyone can take now using their current resources and authority.
Refugees are looking for shelter and a future. While this can cause great tension in a country, it also provides an opportunity for mutual benefit. What is Rotary’s role in this context? Join the discussion to learn what Rotarians can do to increase the likelihood of positive outcomes.
One one "cult" brief that is said to be popular with Anonymous and Lutzsec -- I would be glad if that were true. Open Source Everything is now a meme and a mind-set (see my 2012 book), this was the beginning of my final 20 year push.
Immerse, Imagine, Invent, Articulate: A framework for disruptive innovationPaulJervisHeath
What new product or service could you invent that would completely change your customers’ lives? How could you disrupt your entire sector?
This practical workshop takes you through an innovation process, helping you to identify the clichés that exist in your sector and giving you the tools and time to redefine them. The workshop provides techniques to disrupt those clichés, generate genuine customer insights, turn opportunities into ideas through proven ideation methods, create a coherent concept and then articulate that concept.
The workshop shows you how to realise a new product or service through a lean process of prototyping and iteration and we discuss case studies each step of the way.
Find out why focus groups are not design research. Find out why the average brainstorm gives ideation a bad name and find out how to make your own innovation processes have tangible business outcomes.
This workshop was ran at UX Cambridge in September 2013 and will be running again at the J. Boye conference in Århus, Denmark in November 2013.
Presented at CYTO 2014 in Ft. Lauderdale, FL, USA May 19, 2014. Focused on methods used to enhance exposure of shared resource laboratories (or core facilities) by means of increased participation in social media activities.
This document provides tips for making connections with others. It suggests keeping a consistent schedule when attending activities, finding a role within activities, looking for ways to contribute, and thinking beyond formal activities to build additional connections. The document advises considering activities before and after events, inviting individuals to other activities, and proposing additional group activities.
APM London Branch event held on 25 January 2024.
Speaker: Bryant Yates
Networking is a critical part of your own professional development. Building a network of quality connections supports you in diversifying your skills and experience, providing new opportunities, building your support group of trusted peers and colleagues, growing yourself within your organisation and much more.
But how can you master this part of your life? It might not be something you find easy, or you may find you build a network but don’t maximise the potential that building the network brings.
How do you network with professionals and do you maximise the potential of this unsung art? In this event we delve into the human and structural ways of taking networking to the next level.
We explain concepts such as sleep-wake chronotypes and what that means when you have an after-work function. Based on this knowledge, you will be provided tips on how to prepare yourself to optimise your networking encounters.
09 human impacts design a method part ii day 9James Wampler
This document provides instructions for students to work on solving a human impact problem. It discusses the design process scientists use to address problems by defining the issue, collecting and interpreting data, and identifying solutions. As an example, it describes how discarded tires can be used to build houses to address the problems of tire stockpiling and lack of affordable housing. Students are directed to choose a problem to research with their partner and collect data on it in the library the next day. They will then present their findings.
Greenpeace provides concise summaries in 3 sentences or less that provide the high level and essential information from the document.
The document discusses Greenpeace's strategies for influencing policies and companies. It explains how Greenpeace used campaigns targeting major customers of Asia Pulp & Paper to pressure the company to end deforestation in Indonesia. It also summarizes Greenpeace's multi-year campaign opposing plans to expand the Brussels ring road due to concerns about increased emissions. The document concludes with tips for effective lobbying meetings, including researching the individuals ahead of time and keeping messages brief and focused on requested actions.
Maximizing Social Capital to Increase Core Facility Exposure and UsageRyan Duggan
Ryan Duggan discusses strategies for maximizing social media usage to increase exposure and usage of core facilities. He recommends establishing an online presence through various social media platforms to demonstrate expertise, interact with peers and the public, and create advocates. As funding is uncertain and shifting towards clinical research, social media can help diversify a core facility's user base and connect with non-traditional groups. The key is to establish social capital online through consuming, curating, and creating content.
Principle of consent is key for work which affects others. In the absence of an objection you can proceed. If there is an objection, it needs to be checked and if valid (paramount and reasoned), integrated into the proposal. By doing this you use the collective intelligence of all involved, leading to higher engagement and quality of your decisions and work. From consent (consent to what where, based on what?) you come to criteria of shared concern/domain and roles. And from there you can refine the criteria further. Try to think consent further, what would it mean for X.? What might we do? This can mean elect leaders, define your own salary etc. etc.
Sociocracy, governance, consent, Kees Boeke, Gerard Endenburg, Sociocratic Circle Method, S3, Sociocracy 3.0, Holacracy
Jon Hildebrand gives a non-technical talk about the cultural aspects of DevOps. He discusses that culture is immensely important for DevOps initiatives and that changing behaviors is key to establishing a new culture. Some cultural aspects highlighted include moving from a blame culture to one of learning from failures through practices like blameless post-mortems. He also emphasizes balancing the "golden triangle" of development, operations, and security through collaboration and shared responsibilities between teams.
In this video we talk about what US is and how to gather information to make a good one with the help of two case studies.
You can find the video that goes with this here https://www.youtube.com/watch?v=nK9LHXa8x7A
How to Make Your Neighbourhood a Better Place to Live - Manual
`
For more information, Please see websites below:
`
Organic Edible Schoolyards & Gardening with Children =
http://scribd.com/doc/239851214 ~
`
Double Food Production from your School Garden with Organic Tech =
http://scribd.com/doc/239851079 ~
`
Free School Gardening Art Posters =
http://scribd.com/doc/239851159 ~
`
Increase Food Production with Companion Planting in your School Garden =
http://scribd.com/doc/239851159 ~
`
Healthy Foods Dramatically Improves Student Academic Success =
http://scribd.com/doc/239851348 ~
`
City Chickens for your Organic School Garden =
http://scribd.com/doc/239850440 ~
`
Simple Square Foot Gardening for Schools - Teacher Guide =
http://scribd.com/doc/239851110 ~
japanese language course in delhi near meheyfairies7
Next is the Nihon Language Academy in East Delhi, renowned for its comprehensive curriculum and interactive teaching methods. They boast a faculty of experienced educators with a blend of both Indian and Japanese nationals. The academy provides extensive support for JLPT exam preparation along with personalized tutoring sessions if needed. Nihon Language Academy also arranges exchange programs with partner institutes in Japan, which provides students an opportunity to experience Japanese culture and language first-hand.
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The document introduces Liberating Structures (LS), which are simple group activities designed to include more people in shaping the future. It provides an overview of LS and then demonstrates several specific LS, including:
- Impromptu Networking, which allows people to rapidly share challenges while building connections.
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- 15% Solutions, which focuses on small actions anyone can take now using their current resources and authority.
Refugees are looking for shelter and a future. While this can cause great tension in a country, it also provides an opportunity for mutual benefit. What is Rotary’s role in this context? Join the discussion to learn what Rotarians can do to increase the likelihood of positive outcomes.
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Immerse, Imagine, Invent, Articulate: A framework for disruptive innovationPaulJervisHeath
What new product or service could you invent that would completely change your customers’ lives? How could you disrupt your entire sector?
This practical workshop takes you through an innovation process, helping you to identify the clichés that exist in your sector and giving you the tools and time to redefine them. The workshop provides techniques to disrupt those clichés, generate genuine customer insights, turn opportunities into ideas through proven ideation methods, create a coherent concept and then articulate that concept.
The workshop shows you how to realise a new product or service through a lean process of prototyping and iteration and we discuss case studies each step of the way.
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This workshop was ran at UX Cambridge in September 2013 and will be running again at the J. Boye conference in Århus, Denmark in November 2013.
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Networking is a critical part of your own professional development. Building a network of quality connections supports you in diversifying your skills and experience, providing new opportunities, building your support group of trusted peers and colleagues, growing yourself within your organisation and much more.
But how can you master this part of your life? It might not be something you find easy, or you may find you build a network but don’t maximise the potential that building the network brings.
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We explain concepts such as sleep-wake chronotypes and what that means when you have an after-work function. Based on this knowledge, you will be provided tips on how to prepare yourself to optimise your networking encounters.
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This document provides instructions for students to work on solving a human impact problem. It discusses the design process scientists use to address problems by defining the issue, collecting and interpreting data, and identifying solutions. As an example, it describes how discarded tires can be used to build houses to address the problems of tire stockpiling and lack of affordable housing. Students are directed to choose a problem to research with their partner and collect data on it in the library the next day. They will then present their findings.
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Ryan Duggan discusses strategies for maximizing social media usage to increase exposure and usage of core facilities. He recommends establishing an online presence through various social media platforms to demonstrate expertise, interact with peers and the public, and create advocates. As funding is uncertain and shifting towards clinical research, social media can help diversify a core facility's user base and connect with non-traditional groups. The key is to establish social capital online through consuming, curating, and creating content.
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How to Make Your Neighbourhood a Better Place to Live - Manual
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For more information, Please see websites below:
`
Organic Edible Schoolyards & Gardening with Children =
http://scribd.com/doc/239851214 ~
`
Double Food Production from your School Garden with Organic Tech =
http://scribd.com/doc/239851079 ~
`
Free School Gardening Art Posters =
http://scribd.com/doc/239851159 ~
`
Increase Food Production with Companion Planting in your School Garden =
http://scribd.com/doc/239851159 ~
`
Healthy Foods Dramatically Improves Student Academic Success =
http://scribd.com/doc/239851348 ~
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City Chickens for your Organic School Garden =
http://scribd.com/doc/239850440 ~
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Simple Square Foot Gardening for Schools - Teacher Guide =
http://scribd.com/doc/239851110 ~
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Next is the Nihon Language Academy in East Delhi, renowned for its comprehensive curriculum and interactive teaching methods. They boast a faculty of experienced educators with a blend of both Indian and Japanese nationals. The academy provides extensive support for JLPT exam preparation along with personalized tutoring sessions if needed. Nihon Language Academy also arranges exchange programs with partner institutes in Japan, which provides students an opportunity to experience Japanese culture and language first-hand.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the full potential of the MECE (Mutually Exclusive, Collectively Exhaustive) Principle with this comprehensive PowerPoint deck. Designed to enhance your analytical skills and strategic decision-making, this presentation guides you through the fundamental concepts, advanced techniques, and practical applications of the MECE framework, ensuring you can apply it effectively in various business contexts.
The MECE Principle, developed by Barbara Minto, an ex-consultant at McKinsey, is a foundational tool for structured thinking. Minto is also renowned for the Minto Pyramid Principle, which emphasizes the importance of logical structuring in writing and presenting ideas. This presentation includes a clear explanation of the MECE principle and its significance. It offers a detailed exploration of MECE concepts and categories, highlighting how to create mutually exclusive and collectively exhaustive segments. You will learn to combine MECE with other powerful business frameworks like SWOT, Porter's Five Forces, and BCG Matrix. Discover sophisticated methods for applying MECE in complex scenarios and enhancing your problem-solving abilities. The deck also provides a step-by-step guide to performing thorough and structured MECE analyses, ensuring no aspect is overlooked. Insider tips are included to help you avoid common mistakes and optimize your MECE applications.
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6. Facilitate Strategic Planning
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka Satta Matta Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
Effective and Efficient Meetings, by Barrett Steele
1. C R E AT I N G A M O R E E F F I C I E N T
A N D E F F E C T I V E M E E T I N G
C U LT U R E AT O U R C O M PA N Y
M A Y 2 8 , 2 0 1 9
B A R R E T T A . S T E E L E
2. A P R I L 1 9 , 2 0 2 0
P U R P O S E S O F T H I S P R E S E N T A T I O N
2
• To create agreement that a more efficient & effective meeting culture is needed
• To expose what is currently wrong
• To demonstrate alternative (better) opportunities
• To challenge Our Company to do things differently – for the good of All
3. P R E S E N T A T I O N C O N T E N T S
• Goals of this training module
• Issue we want to overcome
• The Common Good
• What do Bad Meetings look like?
• Poor Planning, Execution, Behavior
• What’s really going on in meetings?
• How bad can it get?
• Why have Good Meetings?
• What do Good Meetings look like?
• Other ideas for a better meeting culture
• Your responsibilities as an Invitee
• Your responsibilities as an Organizer
(aka, How to run a Good Meeting)
• Summary
A P R I L 1 9 , 2 0 2 0 3
Even hero teams
have meetings
4. A P R I L 1 9 , 2 0 2 0 4
W H A T I S T H E R E L A T E D I S S U E A T O U R C O M P A N Y ?
• A large portion of all of our working hours is spent in meetings, rather than
producing work results (outside of meetings)
• Arguably, an inappropriate amount of that meeting time is not used efficiently
• Therefore, our inefficient meetings are lowering Our Company’s productivity
• What have you experienced here or elsewhere in your career?
According to Dave Kashen, co-founder
and CEO of meeting app maker
WorkLife,"There are 3 billion
meetings a year in the United
States, and it is estimated that
50% of their time is wasted."
This is a tremendous loss for
businesses of all sizes in every
industry.
5. A P R I L 1 9 , 2 0 2 0 5
P O P Q U I Z !
You’re in the driver’s seat during rush hour.
You’re merging onto a crowded freeway that is barely
moving.
100 yards of on-ramp is in front of you.
Do you:
1) Rush up to the very front of the on-ramp lane, activate on your turn signal at the
last second, and start edging over to make the cars split and let you in
2) Activate your turn signal, and drive up the lane hoping someone will let you in
3) Activate your turn signal, and pause at the beginning of the lane to get into traffic
when it’s your turn.
6. F I R S T, A T H E O R Y T O F R A M E T H E D I S C U S S I O N
A P R I L 1 9 , 2 0 2 0 6
7. A P R I L 1 9 , 2 0 2 0 7
T H E T R A G E D Y O F T H E ( U N R E G U L A T E D ) C O M M O N S
A shared-resource system where individuals, acting according to their
own self interest, behave contrary to the common good of all users by
depleting or spoiling that resource through their collective action.
• British economist William Forster Lloyd (1833): overgrazing on shared
(“common”) land
• American ecologist Garrett Hardin (1968): any unregulated resource such as atmosphere, oceans,
rivers, roads, even an office fridge. Focused on human overpopulation and natural resources.
“Freedom in a commons brings ruin to all.”
• 3000+ journal articles and a Nobel prize later, the TotC has been applied to myriad situations. What
are some other examples you can think of?
• Ecology: Overfishing, World-wide pollution (Paris agreement), extinction
• Public safety: Driving cars (pollution, traffic accidents, etc), DWI, antibiotic resistance
• Public resources: spam email, overcrowded wifi, littering
• Knowledge, Productivity: “passing the buck” on shared workload or responsibility
• Taking the last donut! (Donuts in a meeting vs. Donuts in an unsupervised breakroom)
• Diner’s Dilemma, Somebody Else’s Problem, Tyranny of Small Decisions
8. A P R I L 1 9 , 2 0 2 0 8
T H E T R A G E D Y O F T H E C O M M O N S : P O S S I B L E S O L U T I O N S
1. Appoint a leader to regulate the commons (But autocracy disables autonomy/flexibility.)
2. Provision of rewards and punishments (Tier 3 power bills for using more than your share!)
3. Rely on conscience as a means of policing the commons (Hardin: It favors selfish
individuals (free riders) over those who are altruistic.) (aka, It doesn’t work.)
4. Do nothing. Sometimes collective restraint serves both the individuals
and the collective.
• Complex social schemes are invented by the users to maintain the commons
• Ostrom, et al, identified the following factors conducive to successful
resource management:
1. Resource has definable boundaries
2. There must be a perceptible threat of resource depletion
3. A small, stable community with thick social network and norms
promoting conservation
4. Appropriate community-based rules and procedures in place with built-
in incentives for responsible use and punishments for overuse.
9. A P R I L 1 9 , 2 0 2 0 9
L E T ’ S A P P L Y T H E T H E O R Y
• What is the “Commons” in this scenario?
• Which of the possible solutions from the previous
slide do you see demonstrated in the choices below?
• Conscience, Collective Restraint, Regulation, Rewards
& Punishment
• Is there a social network and norms?
1) Rush up to the very front of the on-ramp lane, activate on your turn signal at the
last second, and start edging over to make the cars split and let you in
2) Activate your turn signal, and drive up the lane hoping someone will let you in
3) Activate your turn signal, and pause the beginning of the lane to get into traffic
when it’s your turn.
10. A P R I L 1 9 , 2 0 2 0 1 0
T H E T R A G E D Y O F T H E C O M M O N S , A P P L I E D T O M E E T I N G S
Put another way, “free access and unrestricted demand for a finite resource ultimately reduces the resource
through over-exploitation, temporarily or permanently”
• The benefits of exploitation accrue to individuals or groups, each of whom is motivated to maximize use of the resource to the
point in which they become reliant on it, while the costs of the exploitation are borne by all those to whom the resource is
available. This, in turn causes demand for the resource to increase, which causes a snowball effect.
How much of your weekly calendar is already booked in meetings?
How many recurring meetings are you invited to? Why are YOU invited to them?
Our individual time (our opportunity to be productive) is the shared resource (“commons”).
• Our time has definable boundaries (M-F, 8-5)
• There is a threat of resource depletion (there’s not enough time outside of meetings)
• We are a small, stable community with norms that promote conserving our time
• We can establish better community-wide rules that incentivize better use of time
When someone invites you to an inefficient or unnecessary meeting,
they are exploiting the shared resource of YOU.
11. E V E R G O T O A B A D M E E T I N G ?
A P R I L 1 9 , 2 0 2 0 1 1
12. A P R I L 1 9 , 2 0 2 0 1 2
W H A T D O B A D M E E T I N G S L O O K L I K E ? P O O R P L A N N I N G
Sometimes meetings go bad because of poor planning or purpose:
• The Sharing meeting
• The meeting is held to seemingly get group consensus on a decision that was already made by someone else
• The Status meeting
• The leader and one or two others discuss status items while everyone else listens (or reads their email/texts)
• The All-inclusive meeting
• The entire team is invited to the meeting so no one feels left out
• The Anything-goes meeting
• There’s no agenda, or there’s an ambiguous agenda – and an hour to spend!
• The Star Show meeting
• The extroverted people, the “expert”, or the leaders do all of the talking
• The So What? Meeting
• No goals were communicated before the meeting and no action items are developed or assigned by the end
of the meeting
• The Its an Emergency! Meeting
• Proverb: Bad planning on your part does not constitute an emergency on my part.
13. A P R I L 1 9 , 2 0 2 0 1 3
W H A T D O B A D M E E T I N G S L O O K L I K E ? P O O R E X E C U T I O N
Sometimes meetings go bad because of poor execution:
• The Marathon Meeting
• It goes on and on with no end in sight, often running over its scheduled time
• The Everyone Talks about Their Weekend Meeting
• Often takes place on Mondays, and occurs anytime the leader doesn’t start on time
• The Meeting of a Thousand Technological Disasters
• Anything can go wrong, and it often does – after you’ve started your presentation.
• The Everyone’s Unprepared Meeting
• Who knows what’s going on? Was I supposed to speak on this topic?
• The Meeting to Schedule a Meeting
• Can we get together to talk about when we need to get together?
• The What was That All About? Meeting
• The meeting is so unstructured that nothing gets accomplished. Aka The I Want the Last Hour
of My Life Back Meeting
• The No-Show Meeting
• The meeting was cancelled at the last second, and someone didn’t get the memo.
14. A P R I L 1 9 , 2 0 2 0 1 4
W H A T D O B A D M E E T I N G S L O O K L I K E ? P O O R B E H A V I O R
Sometimes meetings go bad because of disruptive behaviors:
• Late arrivers and No-Showers
• Ramblers
• Side Conversationalists
• Note Passers
• Multi-taskers
• Non-participators
• Dominators
• Chronic objectors
• Gate-closers
• Off-the-wall commenters
• Eye rollers
• Sighers
• Personal attackers
• Cell-phone checkers, texters
Which do you see regularly at Our
Company?
15. A P R I L 1 9 , 2 0 2 0 1 5
W H A T ’ S R E A L L Y G O I N G O N I N M E E T I N G S
16. E V E R G O T O A G R E AT M E E T I N G ?
A P R I L 1 9 , 2 0 2 0 1 6
“One either meets or one works. One cannot do both at the same time.”
- Peter Drucker
17. A P R I L 1 9 , 2 0 2 0 1 7
W H Y H A V E G O O D M E E T I N G S ?
There IS a reason for a
meeting:
We meet to quickly
create shared
perspective in a group.
We meet to find the
elephant in the dark!
18. A P R I L 1 9 , 2 0 2 0 1 8
W H A T A R E M E E T I N G S , V E R S U S C O N V E R S A T I O N S ?
Conversation: the exchange of ideas by spoken
words
Meeting: a defined real-time gathering of two
or more people for the purpose of achieving a
common goal through conversation and
interaction
Meetings have three qualities which clearly differentiate them from conversations:
1. Meetings are declared.
• Someone decides that a meeting should happen with some group of people. Usually this
results in someone scheduling a meeting.
2. Meetings have a purpose.
• There is always a reason someone felt they needed to declare a meeting.
3. Meetings have a defined start and end.
• Each meeting has a clear before, during, and after.
19. A P R I L 1 9 , 2 0 2 0 1 9
S O , W H E N S H O U L D W E H A V E A M E E T I N G ?
There are 6 general types of meetings that should be held – but only if for the right reasons.
Meeting Type Description of Its Proper Purpose When It Goes Bad
Status Update Meeting
(click for useful info on how
to run this meeting well)
Regular team and project meetings, to align the team via updates on progress,
challenges, next steps. Should include problem solving, prioritization, and task-
assignment. Attendees should both listen and contribute. Should be engaging,
and short, with a consistent structure.
The Sharing Meeting, The Marathon
Meeting, The So What? Meeting
Information Sharing
Meeting
Lectures, lunch’n’learns, and other informational presentations. The purpose
is simply for the speaker to share information. Attendees are typically passive
listeners
The Status Meeting, The Why am I
Here? Meeting
Decision Making
Meetings
Information-gathering and sharing, brainstorming solutions, evaluating
options, voting. Not an ideal use of time.
The Sharing Meeting
Problem Solving
Meetings
Address an identified problem, or create strategies and plans to navigate the
future. Scopes and priorities need to be defined, opportunities & threats need
to be identified, and possible solutions should be brainstormed, evaluated, and
agreed upon.
The Anything Goes Meeting, the All-
Inclusive Meeting
Innovation Meetings Creative thinking, brainstorming, sharing ideas in a broad scope. Down-
selecting ideas through ranking and other decision-making techniques.
Recommendations and tasks can be assigned as a result.
The Sharing Meeting, the Anything
Goes Meeting
Team Building Meetings All-hands meetings, kick-off meetings, corporate events, etc with the purpose
of strengthening relationships and corporate culture.
The Star Show Meeting
20. A P R I L 1 9 , 2 0 2 0 2 0
W H A T M A K E S A G O O D M E E T I N G ?
1. An agenda is sent out with the meeting invitation, and the agenda always contains:
• The Goal/Purpose of holding the meeting, and the Desired Outcome
• The topics to be discussed, and who is discussing them
2. Only the people needed to achieve the Desired Outcome are invited
3. The meeting starts on time, and ends when the agenda is covered
• Action Items that work toward the Desired Outcome are recorded during the meeting, and reviewed just prior
to adjournment
• Discussion is kept to only the agenda items. All other topics are tabled.
4. The meeting minutes/notes and Action Items are emailed to the attendees directly after the meeting.
5. No cell phones, laptops, etc open during the meeting, unless they’re being used FOR the meeting. If
you’re not completely focused in the meeting, you shouldn’t be there.
21. A P R I L 1 9 , 2 0 2 0 2 1
Y O U R R E S P O N S I B I L I T I E S A S A N I N V I T E E
1. One option is to NOT accept the meeting invitation. You have the right to decline!
David Grady: “Mindless Accept Syndrome”
• Ted Talk: “How to save the world (or at least yourself) from bad meetings
• Video: The Conference Call. (Another video about conference calls, just for fun.)
2. Another option is to request (require) an agenda and stated outcome for each
meeting before you accept the invitation. “No agenda, no attenda”
Once you’ve decided to attend:
1. Identify your role in the agenda
2. Prepare ahead of time
3. Stay focused during the meeting – no phones, laptops, etc
4. If you’re not needed in the meeting anymore, excuse yourself and leave
5. Identify and Confirm your Action Items by the end of the meeting
6. Follow up after the meeting
22. A P R I L 1 9 , 2 0 2 0 2 2
H O W T O R U N A G O O D M E E T I N G
1. Set a clear intention/purpose
2. Identify the key players
3. Prepare the (short) agenda
• Provide Expected Outcome, Agenda Items, Clear reason for attendance
4. Take ownership of your meeting.
• Make sure video, telecon, seating, etc is ready. Test beforehand.
• Take attendance. Review prior meetings’ Action Items, if any.
• Explain where you expect participants to focus their attention/discussion
• Create a culture where confrontation is welcomed and expected. Ask probing questions.
• Confront by saying things like, “Times up, let’s do something.” Stay on topic.
5. Begin all meetings with the “low lights”.
• Give room for creative tension. Polite meetings (topics) waste time!
6. Adopt a format and stick to it. Stay on time.
7. Develop an Action Plan: includes action items, names, dates. Email it to everyone.
• Delegate the note-taking, and take turns doing it.
8. Follow through on the plan
23. A P R I L 1 9 , 2 0 2 0 2 3
E X A M P L E : G O O D M E E T I N G I N V I T A T I O N A N D A G E N D A
Read about How to Design an Agenda for an Effective Meeting, and
How to Create Standard Agendas for Your Business
This meeting invitation explains what
the expected outcome of the
meeting is, shows an agenda, and
generally gives enough information
to tell the invitee WHY they need to
be there
24. A P R I L 1 9 , 2 0 2 0 2 4
E X A M P L E O F A M E E T I N G F O L L O W - U P
This email was sent within 30
minutes after the meeting, by
simply clicking “reply all” on
the meeting notice in
Outlook.
It includes the meeting notes
collected during the meeting,
with Action Items highlighted
in red font.
Note that each Action Item
should include a specific
person who is responsible,
and a due date.
25. A P R I L 1 9 , 2 0 2 0 2 5
O T H E R I D E A S F O R A B E T T E R M E E T I N G C U L T U R E
1. Attempt to eliminate your Company’s dependence on formal meetings:
• “No Meeting Friday”
• No meetings after 1pm, or no meetings between 11am and 3pm, etc
• Block off your own time in Outlook for focused work sessions
• Analyze the Recurring Meetings on your calendar. Do you really need them?
• Do all of the current invitees need to be there? “Walk and Talk” instead! (aka The
Drive-by Convo)
• If you’re just sharing info, cancel the meeting and send an email instead!
2. Make it a game! Challenge yourself to make meetings shorter, or even to
achieve your meeting goals without actually holding a formal meeting!
3. Insist on others following good meeting habits. Don’t attend without them.
4. Celebrate great meetings!
26. A P R I L 1 9 , 2 0 2 0 2 6
A N T I D O T E S T O S O M E P O I S O N O U S M E E T I N G S
Poison Anti-meeting Antidote
• The Sharing meeting
• The meetingis held to seeminglyget groupconsensuson a decisionthat was alreadymade by someone else
Send an email explaining the issue and
the decision. No meeting needed!
• The Status meeting
• The leader and one or two othersdiscuss statusitems while everyoneelse listens (or reads their email/texts)
Send an email that gives the status. No
meeting needed!
• The All-inclusivemeeting
• The entire team is invited to the meetingso no one feels left out
Limit attendance to only those who need
to give input. Others will get over it.
• The Anything-goes meeting
• There’s no agenda,or there’s an ambiguousagenda– and an hour to spend!
• The So What? Meeting
• No goalswere communicatedbefore the meeting and no actionitems are developedor assignedby the end of the meeting
State the Expected Outcome of the
meeting in the agenda. Stick to the
agenda!
• The Marathon Meeting
• It goes on and on with no end in sight,oftenrunningover its scheduledtime
Did you stick to the agenda? Short
agendas make for better meetings.
• The Meeting of a Thousand Technological Disasters
• Anythingcan go wrong,and it oftendoes – after you’ve startedyour presentation.
Test the equipment and connections
before an important telecon!
• The Meeting to Schedule a Meeting
• Can we get together to talk aboutwhen we need to get together?
Don’t. Just don’t. If your meeting isn’t
actionable, then don’t hold a meeting.
• The Everyone’s Unprepared Meeting
• Who knows what’s going on? Was I supposedto speak on this topic?
• The What was That All About? Meeting
• The meetingis so unstructuredthat nothinggets accomplished. Aka The I Want the Last Hour of My Life Back Meeting
Where was your clear, concise agenda
with a stated Expected Outcome and
stated reasons why specific people
should attend?
27. A P R I L 1 9 , 2 0 2 0 2 7
S U M M A R Y A N D F I N A L T H O U G H T S
• Improving our Culture takes intention and work
• Running and attending Good Meetings takes intention and work
• Therefore, it’s easy to get lazy and revert to old (bad) habits
• Ask for, and implement, feedback often!*
28. A P R I L 1 9 , 2 0 2 0 2 8
M E E T I N G R U L E S T O P O S T I N Y O U R M E E T I N G R O O M
Meeting Rules
1. Do we really need to meet?
2. Schedule a start, not an end to your meeting - it's over when it's over,
even if that's just 5 minutes.
3. Be on time!
4. No multi-tasking ... no device usage unless necessary for the meeting
5. If you're not getting anything out of the meeting, leave
6. Meetings are not for information sharing - that should be done before
the meeting via email and/or agenda
7. Who really needs to be at this meeting?
8. Agree to action items, if any, at the conclusion of the meeting
9. Don't feel bad about calling people out on any of the above; it's the
right thing to do.
29. E X T R A C R E D I T F O R O V E R A C H I E V E R S :
The Meeting Performance Maturity Model
A P R I L 1 9 , 2 0 2 0 2 9
30. A P R I L 1 9 , 2 0 2 0 3 0
H O W W I L L W E K N O W W H E N W E ’ V E A R R I V E D ?
We can chart how well an organization manages meetings with a
standard performance maturity model.
To achieve meeting maturity, an organization
must understand, design, and manage
meetings to serve their purpose within their
allotted time.
We can measure both the effectiveness and
efficiency of a meeting.
When people see meetings as nothing more
than pre-scheduled conversations, they run
bad meetings.
31. A P R I L 1 9 , 2 0 2 0 3 1
S U M M A R Y
• We learned about the Tragedy of the Commons theory from a few examples
• Our individual time (our opportunity to be productive) is the shared resource
(“commons”).
• Sometimes meetings go bad because of poor planning or purpose, poor
execution, or disruptive behaviors.
• We meet to quickly create shared perspective in a group. Meetings are NOT
conversations.
• We learned what components make up a good meeting
• We learned our responsibilities as a good Invitee and a good meeting Organizer
• We talked about how to start forming a better meeting Culture in our Company.