Abstract
Meetings are a necessary, but often unexamined part of organizational life. Meetings are used to make decisions, distribute information, brainstorm solutions, and report on progress. Meetings take up a massive part of a librarians or managers day, but we seldom talk about how effective meetings are, or how to properly run a meeting. This paper describes the role of meetings on employee satisfaction, employee attitude, and on meeting effectiveness. Drawing upon research and literature in the fields of business and LIS, the paper concludes with a framework and strategies to run more engaging and effective meetings.
Highlights
Meetings are an increasing part of organizational life
This study demonstrates that meetings can be more than a “nuisance or a waste of time” (p. 6), because meetings offer an employee access to information they need thereby improving an employee’s sense of empowerment
Team performance can improve by 25%
Summary
Meetings are an increasing part of organizational life. As much as 15 percent of an organization's collective time is devoted to meetings (Allen, Lehmann-Willenbrock, & Sands, 2016). Jason Fried (2010), founder of Basecamp, a project management tool, once gave a TED talk on remote work He likened the entering of the office to a Cuisinart. It is estimated that a mid-level manager devotes 11 hours per week to meetings (Mankins & Garton, 2017). While the average middle manager can spend eleven hours a week in meetings, half of that time is considered unproductive time. Study after study show that numerous meeting participants send emails, surf the web, daydream, or engage in other activities during meetings Such distracted focus can reduce a person’s IQ by 10 points, which in turn affects the organization’s decision-making (Mankins & Garton 2017). “What makes a meeting great? Is there a secret sauce to running a great meeting? Are there strategies we can glean from research to improve the effectiveness of meetings? Is there a model we can adopt?” The answer is yes
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