Design meeting that work
The figures speak for themselves:
- 20 to 30% of the project resources in organizations are lost as a result of cognitive bias (human thinking errors and our own blind spots for these);
- Gross profit margins of companies that use behavioural economic insights are over 25% higher.
These numbers shoul not surprise you: human thinking and behaviour affects almost all processes in organisations.
Particularly in meetings our mental shortcuts and group dynamics can be detrimental, leading to wrong decisions of low-quality decisions.
Frustrations of low-quality decisions
We all recognise the following frustrations, characterising meetings with low-quality decision-making:
- Decisions are watered down completely in order to achieve consensus.
- The loudest voices are always the same and are also those being heard. While those with most relevant knowledge do not get a say.
- Participants tend to leave everything as is, because they fear change or uncertainty.
The good news? It's possible to avoid all these frustrations, as they are the result of mental shortcuts and group dynamics, that often play in a work setting. You can learn to design meetings that avoid them.