![]() Removing superfluous meetings is perhaps the single biggest gift to an executive’s productivity. Besides improving the quality and speed of your team’s decisions and helping you make better use of your time, we hope the exercise helps you shed light on the underlying organizational dynamics and mind-sets that may be seeding dysfunction in the first place. Try this exercise: take out your phone, open your calendar, and review today’s remaining meetings against the three questions below to see if you can spot any of the interrelated “fatal flaws” that most commonly sabotage meeting effectiveness. The state of management thinking on this topic will continue to evolve-and you’ll want to evolve with it. Renee Cullinan, “ Run meetings that are fair to introverts, women, and remote workers,” Harvard Business Review, April 29, 2016, hbr.orgįinally, curate your own list and share it with your team.Dan Lovallo and Olivier Sibony, “ Taking the bias out of meetings,” McKinsey Quarterly, April 2010.Hansen, “ How to have a good debate in a meeting,” Harvard Business Review, January 10, 2018, hbr.org When it comes to decision making in meetings, seek a practical grounding in areas such as spurring productive debate in meetings, slaying cognitive biases in them, and designing meetings for routinely overlooked groups. ![]() Weiss, “ Untangling your organization’s decision making,” McKinsey Quarterly, June 2017 Aaron De Smet, Gerald Lackey, and Leigh M.Dan Lovallo and Olivier Sibony, “ The case for behavioral strategy,” McKinsey Quarterly, March 2010.Chip Heath and Olivier Sibony, “ Making great decisions,” McKinsey Quarterly, April 2013. ![]() We also recommend sampling a range of views on the principles of decision making itself-for instance, how behavioral economics affects decision making, as well as how categorizing decisions can help business leaders manage and improve them. The difficulties associated with decision making have long been of keen management interest, and any tour of the decision-making landscape should include Daniel Kahneman’s seminal book, Thinking Fast and Slow (Farrar, Straus and Giroux, 2013), which explores the pervasive role that cognitive biases play in human thinking and behavior.
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