How Can You Avoid The Meeting Planning Fallacy?

Introduction: Planning is Everything

As a business leader, you understand the crucial role of effective planning. According to Dr. Isabelle Odermatt from the University of Zurich, a staggering 80% of a meeting's success?is determined?before it?even?begins. This harks to the famous Eisenhower quote, "Plans are nothing; planning is everything." Yet, how often do our meetings not only fail to end on time but also fail to achieve their objectives? The answer frequently lies in a common cognitive bias, the planning fallacy.

The planning fallacy, popularized by psychologists Daniel Kahneman and Amos Tversky, describes our tendency to underestimate the time, costs, and risks of future actions while simultaneously overestimating the benefits. This phenomenon affects projects and is a significant culprit in poorly executed meetings.

Real-World Examples of the Planning Fallacy

Let's consider some vivid illustrations:

• Academic Procrastination:?Honours students at the University of Waterloo predicted they would complete their theses in about 34 days. The actual time? Over 55 days.
• Architectural Ambition:?The Elbphilharmonie in Hamburg?was expected?to open in 2010 at a cost of €351.8 million. Seven years overdue, it opened in 2017, costing more than double at €866 million.

These examples highlight a pervasive issue that can also permeate our meetings, leading to overrun schedules, unfocused agendas, and unmet objectives.

Strategies to Combat the Planning Fallacy in Meetings

To enhance our meeting effectiveness and combat these biases, consider the following actionable strategies:

1. Set Clear Goals:?Begin with a clear objective for each meeting. Frame agenda items as specific questions to maintain focus and drive toward solutions. The more specific we are with the goal of the meeting, the easier it is for people to focus and block out other topics.
2. Streamline the Agenda:?Resist the temptation to cover multiple unrelated issues just because all participants are gathered. This dilutes the focus. Transitioning between disparate topics can overload cognitive capacities, making it difficult for participants to prioritize key issues. A focused agenda prevents the meeting from deviating into less productive discussions and leads to clearer outcomes.
3. Preparation is Key:?Ensure that all participants receive the necessary background materials well in advance. Clearly communicate expected preparations for each participant. Consider utilizing memos to enhance meeting preparation (Learn more about effective memo usage here.)
4. Time Allocation:?Use historical data from similar meetings to guide your time allocations. Include buffer time for potential follow-up discussions. Break down the agenda into actionable steps with assigned durations. Limit presentation time by using pre-read materials and reserving meeting time primarily for questions and discussion. This promotes active contribution from diverse perspectives, which is crucial for thorough exploration of the topics at hand. Decision-making should be concise, ideally culminating in a vote or a definitive statement from the decision-maker.
5. Plan Your Leadership:?Anticipate and prepare for group dynamics and potential obstacles. Check attendance to ensure all critical stakeholders, including decision-makers, are present. Assess the general sentiment of the group and any residual issues from previous meetings—similar to checking traffic before a journey. Begin each meeting by clearly outlining its goals and scope, keeping everyone aligned and focused.

Adapting on the Fly: Stop or Continue?

Even with meticulous planning and the implementation of the strategies discussed above, meetings can still extend beyond their allotted time as new information comes to light and participants question assumptions. This embodies the "plans are nothing" essence of Eisenhower's wisdom. While we start with a well-defined plan, the need to adapt in real time is often inevitable.

Using the outlined tactics equips you to pivot more effectively during these moments. To aid in deciding whether to continue a discussion, conclude the meeting, or defer a decision, consider the following critical questions:

Continue:

1. A resolution is close at hand.
2. All the information has been presented. It is just a matter of resolving the issue.

Stop:

1. It does not look like a resolution is close.
2. More information is needed.
3. A cool-down period between opinions is needed.

Conclusion: Implementing These Tactics

Overcoming the planning fallacy demands not just awareness but a proactive approach. By recognizing this common pitfall, you can strategically employ the tactics we’ve discussed to sidestep it. Applying even one or two of these strategies can significantly enhance the productivity and effectiveness of your meetings. Start small—focus on explicit goal-setting and thorough preparation to begin transforming your approach. I am keen to learn about the positive changes you observe in your meetings as you integrate these strategies. Please share your experiences; your insights are invaluable as we all strive to master the art of effective meeting management.

Become a Better Meeting Leader by Joining a Webinar or Attending a Workshop:

If you want to enhance your meeting management skills further, consider joining one of my free webinars this year (The next one is on May 21st, and the topic is "How Do You Conclude a Meeting With Clear Commitments and Actionable Feedback?"). These interactive sessions, designed for small groups, cover various aspects of the journey to excellent meetings. Learn more and register here.

If you want to bring meeting management to your team, see the workshops and online training options we offer at Sherpany.