In other words, it’s more important to have fewer bad meetings than it is to have more good ones. Accordingly, the authors advise supervisors and facilitators to ask their employees to formally reflect on meeting processes. If nothing else, this gives them the chance to vent via e-mail or questionnaire, channels that don’t carry the potential for damage that dysfunctional team meetings do.
The quality of meetings does matter. Teams that interact better — communicate in a focused way about problems, stick to the appropriate agenda, and volunteer to take action — accomplish their goals effectively and enhance organizational performance.