Here is a good article from Help Scout on How to Sabotage Any Meeting. In reference to my previous post on Deep Work, the work that gets done at meetings is normally bad too, because everyone is flitting about on the surface with too many distractions. Number three on How to Sabotage Any Meeting,
Do synthesis work at the meeting
…. I’ve learned the hard way that while meetings are useful for outlining what can be done, they’re god-awful for putting paint on the canvas. Feedback becomes relevant when The Thing has taken shape—even if it’s just a fragment of the final result.
Collaboration has its limits. Use meetings to chart the course, to get visceral reactions along the way, and to push past the finish line. Don’t use them to synthesize on the spot. Create alone, decide together.
I couldn’t agree more. Rather than spending the time to do the Deep Work and bring a thoughtful proposal to the table, most people are either too lazy, distracted, or scared. Lazy, because they are trying to get others to do their work or don’t want to do more than one iteration. Distracted, because they have lost the discipline to do Deep Work. Scared that their Deep Work would look amateurish. My advice on this last one is to not worry. If you really do think about the issue deeply and consider the situation, you will almost always out-think the distracted rest-of-us at the meeting.
That article about The Collaboration Curse from The Economist is a good one too. Good fodder for another post.
Manuscripts and Archives Division, The New York Public Library. “Harlem branch, Boys club meeting” The New York Public Library Digital Collections. http://digitalcollections.nypl.org/items/510d47d9-8207-a3d9-e040-e00a18064a99