We have too many meetings and talks involving too many people.
In one of my old jobs, one day, three different people came to my boss trying to help resolve a problem, all three of them work in different departments, but all try to solve the same problem. Meaningless talks, redundant use of resources, meaningless interactions.
In another one of my old jobs, one day, a team initiated a meeting with our team and told us that they were going to start a new project but all the scope of work had been mapped out and signed off and the strategy had been set but our team was required to collaborate with them and make major contribution to the project. Crazy right? Then it took meetings and meetings for us to make adjustments to the project plan and strategy because we realised we could not achieve consensus on multiple objects and the thinking behind the project was rather narrow. These meetings are, again, meaningless.
In the other one of my old jobs, my boss favoured a particular colleague of mine and truly believed in everything she said, and entire team and even the entire department functioned according to what she suggested. Huge mistake – an organisation whose operation revolves around one person’s or a handful of people’s thinking only does not function to its full potential, and it misses huge opportunities to elicit insights from those who know best about the actual work but do not have the chance to get their voice heard.
We need to talk, or provide a channel for people talk.
Finding the right people to talk about the right matter will help us solve the problem in the right way.