Maker's Schedule, Manager's Schedule. July 2009 One reason programmers dislike meetings so much is that they're on a different type of schedule from other people. Meetings cost them more. There are two types of schedule, which I'll call the manager's schedule and the maker's schedule. The manager's schedule is for bosses. It's embodied in the traditional appointment book, with each day cut into one hour intervals. When you use time that way, it's merely a practical problem to meet with someone. Most powerful people are on the manager's schedule. When you're operating on the maker's schedule, meetings are a disaster.
For someone on the maker's schedule, having a meeting is like throwing an exception. I find one meeting can sometimes affect a whole day. Each type of schedule works fine by itself. Our case is an unusual one. I wouldn't be surprised if there start to be more companies like us. How do we manage to advise so many startups on the maker's schedule? Those of us on the maker's schedule are willing to compromise. Maker's Schedule, Manager's Schedule. LessMeeting - Plan and Run Better Meetings. Open Space worldscape. Open-space technology. Open Space Technology (OST) is an approach to purpose-driven leadership,[1] including a way for hosting meetings, conferences, corporate-style retreats, symposiums, and community summit events, focused on a specific and important purpose or task — but beginning without any formal agenda, beyond the overall purpose or theme. Self-organization[edit] Seen by proponents as especially scalable and adaptable, the OST event format has been used in meetings of 5 to 2,100 people (in self-discovery work for smaller groups or even individuals[2]).
The approach is characterized by a few basic mechanisms: The approach is most distinctive for its initial lack of an agenda, which sets the stage for the meeting's participants to create the agenda for themselves, in the first 30–90 minutes of the meeting or event. Hundreds of Open Space meetings have been documented.[4][5] Harrison Owen explains that this approach works best when these conditions are present,[3] namely high levels of Outcomes[edit]
How Not to Run a Business Meeting: 9 Tips. Meetings are incredibly expensive. The next time you're in a meeting, mentally add up the hourly rates of everyone in the room. Then factor in the opportunity cost for what every person could be achieving instead of sitting and listening to Hal from shipping describe the relative merits of single-wall and double-wall cartons. Then factor in what you could be doing instead. Makes you wonder why you ever have meetings, doesn't it? Still, sometimes you do need to meet--so when you do, don't ruin the meeting by continuing to make any of these mistakes: 1. Meetings aren't about words; meetings are about action. So why would you ever want to meet in a conference room when no product, no service, no nothing is ever produced in a conference room? Meet where the action is, at the site of the problem or opportunity.
Get up, get out, get your hands dirty, and focus on the actual--not the intangible. 2. We all think in round numbers. Then stick to it. 3. Information? 4. Why? 5. It happens all the time.