Egos at the Table, a Study of Meeting Behaviors

Abstract

When organization members gather in groups of two or more to communicate, problem-solve, or make decisions, it is done so to improve information flow and disseminate information. Organizational meetings are often seen by employees as an unnecessary evil, a waste of time that distracts them from achieving the goals (Robinson, 2019). This appears to be a contradiction. To determine the cause of ineffective meetings the author performed a deep dive into the current literature. Meeting attendees often impede effective meetings with verbal and nonverbal behaviors. Rogelberg, Allen, Shanock, Scott, & Shuffler (2010) asserted that non-effective meetings are inefficient, diminish morale and job satisfaction. Hartnett (2011) demonstrated that the facilitator has the duty to accomplish the objectives of the meeting, ensure that the purpose is clear, maintain order and establish an open process of communication. However, these authors found that group or committee members’ goals may be inconsistent with the facilitator’s agenda. Often in meetings there is an unspoken power struggle. Documented issues that impair or interfere with the process or outcome of effective meetings include group members wanting a voice, having their accomplishments heard, or ideas shared. An additional challenge outlined in the literature that contributes to meeting ineffectiveness is a feeling of powerlessness. Some have suggested (Atkins, 2002) that although full of poignant ideas, meeting participants who feel powerless, may not have the capacity to express thoughts or concerns. The following paper will identify how meeting attendees affect the meeting, including the verbal and nonverbal cues that interfere with effective meeting outcomes and provide alternative management strategies to facilitate effective meetings.