Meetings That Kill -- AgileCamp Sep 2013
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This document discusses interruptions and their negative effects on performance, emotions, and well-being, citing research from 1927 to 1999. It introduces the concept of acceleration to motivate people through small wins and progress. The document suggests there are three parts to work and meetings: technical, human, and organizational. It evaluates how bad interruptions are based on strength, immediacy, and number of meetings. Finally, it proposes addressing interruptions through three steps: stop, look, listen; mix or negotiate; and share.
Meetings That Kill -- AgileCamp Sep 2013
- 1. #AgileCamp
- 2. WHO AM I? 2
- 4. MY COLLEAGUES Prof. Katerina Bezrukova, Santa Clara University Prof. Chester Spell, Rutgers University 4#AgileCamp
- 5. IMAGINE 5
- 8. “Our research inside companies revealed that the best way to motivate people, day in and day out, is by facilitating progress -- even small wins.” 8#AgileCamp
- 10. NEGATIVE EFFECTS OF INTERRUPTIONS 1927Memory & behavior 1988Psychological and physical health 1999Emotions & well-being 10#AgileCamp
- 15. THREE PARTS TO WORK Human Technical Organizational 15 THREE PARTS TO A MEETING #AgileCamp
- 16. HOW BAD IS BAD? Strength: For example, the status of the people attending, and especially the status of the people calling the meeting: meetings that you cannot decline. Immediacy/Interruption: The extent to which the meetings are an immediate interruption to progress. “I got nothing done today -- all I did was go to meetings.” Number: The number of meetings. 16#AgileCamp
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- 18. 3 PARTS, 3 STEPS Stop – Look – Listen Mix (Negotiate) Share 18#AgileCamp
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- 21. p. 24