A couple weeks ago, I asked via LinkedIn and Twitter, what makes a meeting productive. The question has led me to conclude that a new type of collaborative activity, the cluster-call, is an opportunity for greater productivity, but also can be a barrier to innovation because it is not managed differently than a meeting.
For several years, a new kind of collaboration activity has been developing on the foundation of telecommunications, the cluster-call, a continuous use of partial attention via conference call. These are virtual gatherings, typically scheduled so that all the participants can be available if — and that’s the key condition — if something comes up for which they have responsibility. Cluster-calls typically involve 30 to 60 people, all of whom are splitting their attention between the call, listening of hot button issues, and some form of work or diversion. One hears of these calls as “a meeting that is getting a lot of momentum.” I often suspect that these calls are the source of the hours of social media use, or Solitaire play, that managers fear to count on their activity reports. Cluster-calls are, however, a viable form of collaboration at the right scale.
Cluster-calls work when they are not substitutes for meetings with an agenda that requires a decision. They are excellent collaboration environments in the right size and with the right scope. Teams, rather than cross-team collaboration, are best served by the constant connectivity of a cluster-call. As people continue to work, they can tap anyone in their team, or reach out individually to bring someone from another team onto the call, to address questions, discover information and brainstorm. But try to turn a cluster-call into a daily meeting, treating it like a scrum or stand-up meeting, where people use the immediacy of the agenda to get work done, and the call will degenerate into a protracted distraction from productive work.
So, how do you have a productive meeting? Or a productive cluster-call? A meeting, whether physical or virtual, is defined by its goals. A cluster-call is a setting for outcomes, but without an agenda, it becomes primarily a regulator of change. On large cluster-calls, people tend to focus on what can stop or interrupt normal business activity. They flag concerns without being obligated to provide solutions, so these kinds of gatherings are hotbeds of change prevention.
“[It] depends on the sort of meeting, but generally, when clear goals have been defined & everyone knows what they’re supposed to do,” replied Phillip Mueller, a German entrepreneur living in The Netherlands. This describes a productive use of time, it could apply to any kind of gathering.
Robert Reddick, a Charlotte, N.C. entrepreneur, offers that a productive meeting is “a place to pre-flight and execute decisions,” also a result that could come from a meeting or a cluster-call. But without an agenda, the framework for decision-making is typically absent.
A cluster-call, which is simply a way of describing being simultaneously connected to a virtual space, works great for small groups who are dealing with a lot of uncertainty. In this age of demanding competition, where people come and go from small projects, cluster-calls let people learn quickly in small groups. A scrum meeting, for instance, can be extremely productive, because people share information as the need for sharing becomes apparent. People talk about things and when someone on the call doesn’t know about the project or subject of conversation, they can ask. Often the instructions come offline, away from the cluster-call, but the group determines when that is necessary.
Small groups constantly connected can thrive. Bring 30 or 60 people together, a common practice these days in larger companies, and the productivity becomes the explorations of limits. The limits of the group’s knowledge, the limit of the group’s tolerance for new ideas, for change and the limits of the organization’s flexibility become apparent. The outcome is that everyone is quiet unless they see the need to raise a flag. It’s easier to play along and be quiet in these large meetings.
There is a breed of participation in cluster-calls: Grand-standing. It becomes a regular occurrence that a small, consistent group dominates the calls, exercising their expertise without actually intending to share that expertise. Knowledge is a crowded cluster-call is like the knowledge that drives crowds: The noisiest people keep things moving in one direction.
Meetings should be recognized as events with agendas. If the agenda isn’t addressed, that is not a productive meeting. On the other hand, a small cluster-call can work effectively without an agenda, though it must not become routine or it will descend into unproductive activity. A regularly scheduled call of 40 to 60 people (I’ve been on these calls with up to 90 participants on several occasions), even with an agenda, becomes an exercise that reinforces the flow of information, downward due to the likelihood that any newcomer, any controversial idea will be squelched by the people most likely to grandstand.
Leadership based on the intimidating presence of a crowd that will agree quietly destroys the organization. Which is why the road from democracy to tyranny is always paved by populists, as well.