This is such a great read Mike - thanks for writing & sharing! A few years ago I was trying to dig deeper into more research based & effective meetings as well. I actually found some good books & concepts.
Although my meetings didn't have a memo, implementing the 4Ps (Purpose, Product, People, and Process) helped me a lot. Just adding these to the agenda, re-iterating at the start, middle (if we sway) and in the end helped me stay accountable for everyone's time - including mine.
I love this idea. A problem I see is that this requires work and intentionality. Too often people are so busy that they show up to a meeting just so that they can catch up on email, not to actually pay attention. I guess that indicates other problems - like why are we even there?
I went to a discussion-based undergrad and loved it. I often wish, in meetings in tech companies we could go into a similar depth as we did then. I hadn't heard of Thayer or his method and what's funny about that is my undergrad was across the street from the Naval Academy where I assume I'd hear of a similar approach to learning as West Point. Not so. What's even more interesting is we'd have joint seminars with the midshipmen and I recall one of their professors doubtful of our more dialogue-based approach, saying to a professor of mine, "Wow, this actually works!"
This is such a great read Mike - thanks for writing & sharing! A few years ago I was trying to dig deeper into more research based & effective meetings as well. I actually found some good books & concepts.
Although my meetings didn't have a memo, implementing the 4Ps (Purpose, Product, People, and Process) helped me a lot. Just adding these to the agenda, re-iterating at the start, middle (if we sway) and in the end helped me stay accountable for everyone's time - including mine.
I love this idea. A problem I see is that this requires work and intentionality. Too often people are so busy that they show up to a meeting just so that they can catch up on email, not to actually pay attention. I guess that indicates other problems - like why are we even there?
I went to a discussion-based undergrad and loved it. I often wish, in meetings in tech companies we could go into a similar depth as we did then. I hadn't heard of Thayer or his method and what's funny about that is my undergrad was across the street from the Naval Academy where I assume I'd hear of a similar approach to learning as West Point. Not so. What's even more interesting is we'd have joint seminars with the midshipmen and I recall one of their professors doubtful of our more dialogue-based approach, saying to a professor of mine, "Wow, this actually works!"