Abstract
This article explores the psychological factors contributing to "meeting fatigue" in many organizations and offers recommendations for restructuring meeting culture in a more sustainable way. Meetings are increasingly used by companies as a collaboration tool, but can satisfy deeper human drives for involvement, approval, and control rather than just productivity. However, over-reliance on frequent and back-to-back meetings takes a psychological toll by disrupting focus, activating stress responses, and reducing autonomy. Though intended to increase productivity, excessive scheduling often backfires as overstressed employees are less effective. The article recommends guidelines for purposeful meetings, empowering employees to consider alternatives, limiting back-to-backs, using timeboxes and clear agendas, and fostering well-being. A case study demonstrates reductions in staff meeting time and improvements in productivity after implementing norm changes. Overall, the article makes the case that rethinking meeting culture grounded in behavioral science can boost employee engagement and company performance.
Published Version
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