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Understanding Meeting Hangovers: A Challenge to Workplace Productivity
Recent insights from an article in the Harvard Business Review unveiled a troubling phenomenon known as “meeting hangovers,” which new research indicates can significantly hinder productivity far exceeding the duration of the meetings themselves.
A comprehensive survey performed by the University of North Carolina Charlotte alongside other institutions discovered that over 90% of employees occasionally encounter these “meeting hangovers.” Alarmingly, more than half reported that the repercussions negatively impacted their workflow and productivity.
“A meeting hangover represents the lingering emotional and cognitive effects that a poorly conducted meeting can have on participants,” explained Steven Rogelberg, a professor at UNC Charlotte and the author of “The Surprising Science of Meetings.” He emphasized that the repercussions of a bad meeting can stick with individuals, influencing their effectiveness in subsequent tasks.
The research revealed that employees frequently dwell on adverse meeting experiences, often feeling inclined to share their frustrations with coworkers. This behavior, characterized by Rogelberg as “co-rumination,” can facilitate the spread of negativity throughout an organization, further exacerbating workplace morale.
Several recurrent contributors to negative meeting experiences were identified, including:
- Meetings that could be replaced with email communication
- Irrelevant topics on the agenda
- Poor facilitation of discussions
- An excessive number of attendees
- Meetings that drag on longer than necessary
- Dominance in conversations by a few individuals
- Unclear outcomes and decisions
To combat the issue of meeting hangovers, Rogelberg advocates for a range of strategies:
“Limit the number of attendees to those who truly need to be there,” Rogelberg advised. “Leaders should remember that as they speak more, the perceived effectiveness of the meeting tends to diminish. Hence, their role should focus more on facilitating rather than dominating discussions.”
He also recommends reshaping meeting agendas to frame topics as questions rather than as mere discussion points. “This approach assists in pinpointing who genuinely needs to attend the meeting,” he said. “It also provides clarity on when the meeting should conclude and whether its objectives have been met—success can be gauged by whether all questions have been answered.”
This question-driven method helps foster a more engaging atmosphere, drawing participants into active discussions. Rogelberg noted that if one struggles to formulate questions, it might suggest that a meeting isn’t necessary in the first place.
For those individuals grappling with the aftereffects of a meeting hangover, Rogelberg proposes productive venting. He encourages discussions focused on problem-solving with colleagues. “Engaging in dialogue about how to address similar situations in the future—soliciting input, exchanging perspectives, and striving for understanding—can notably enhance both resilience and skills, making employees better equipped to handle challenging meetings,” Rogelberg explained.
Conclusion
Recognizing the prevalence and impacts of meeting hangovers is essential for fostering a more productive workplace environment. By implementing thoughtful strategies and focusing on constructive conversations, organizations can mitigate the negative consequences of poor meeting experiences and strengthen overall team dynamics.
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