Good meetings

This attempts to describe some good habits for having great meetings. This work is based on my experience in consensus-oriented meetings between peers (possibly from different employers) rather than centrally-controlled meetings with a clear decision maker available to "pull rank" and make an unpopular decision over widespread objection.

Much of this content was originally in User:RobLa-WMF/WikiDev16, and the writing still applies there. However, I plan on using this advice more generally well past WikiDev16

Meetings are work
An old Fast Company article (The Seven Sins of Deadly Meetings, 1996) points out one sin of meeting organization being “People don't take meetings seriously”, and then elaborates on how people fail to treat them like work. Intel had (and probably still has) a culture of treating meetings as important work, with then CEO Andy Grove actually teaching a course on it:"[CEO Andy Grove] believed that good meetings were such an important part of Intel's culture that it was worth his time to train the troops. &quot;We talk a lot about meeting discipline,&quot; says Michael Fors, corporate training manager at Intel University. &quot;It isn't complicated. It's doing the basics well: structured agendas, clear goals, paths that you're going to follow. These things make a huge difference.&quot;"This isn’t to say “people need to be miserable, or we haven’t done our job”. Everyone should still enjoy their day-to-day work, and in fact may enjoy it more if they actually felt meetings were productive instead of squandering time that could be better spent on "real work".

Running good meetings by setting expectations
Here’s a later 1999 Fast Company article about running good meetings. Some of the advice I reread resonates more with me now than it did when I first read it in 1999, and makes me say &quot;oops, I haven't been doing that&quot;. One thing they talk about is “different meetings need different conversations”, and encourage making the distinction clear to everyone. From the article:"For example, some meetings are built around a &quot;conversation for possibility.&quot; The group acknowledges that it has come together to generate ideas, not to make decisions. The goal is to maximize creativity. Other meetings are built around a &quot;conversation for opportunity.&quot; The goal is not to reach a final decision but to narrow down a field of ideas or options. You gather lots of information; you do some analysis; people take positions. Finally, there are meetings that are built around a &quot;conversation for action.&quot; The goal is to decide, to commit: &quot;We want to leave this room with our three investment priorities for 2000.&quot;  [...]If you call a meeting, make it clear to people what kind of conversation they're going to have, and then impose a certain amount of discipline on them. Remember: Meetings don't go off topic. People do."The type of meeting they don’t address is “conversation for education”, which is less of a conversation and more of a tutorial.

Taxonomy
This attempts to provide a taxonomy for good consensus-oriented engineering meetings.
 * Problem-solving - Discuss a problem that we don’t know how to solve. "Conversation for possibility" as described by 1999 article
 * Successful outcome: an idea or a reasonably complete list of ideas for how to solve the problem
 * Successful outcome: consensus on the priority about the importance of solving this problem (or consensus that it isn’t a problem after all)
 * Non-goal: a decision for how to solve the problem


 * Evangelization - Talk in depth about an engineering idea that doesn’t have consensus
 * Successful outcome: more people know about the idea, and maybe more people agree that it’s a great idea
 * Non-goal: consensus about the priority of implementing the engineering idea


 * Field narrowing - Narrow down choices for solving a problem, a.k.a. a &quot;conversation for opportunity.&quot;
 * Successful outcome: tentative consensus about the limited set of options, with someone assigned to clearly document the tentative consensus in an email to wikitech-l
 * Non-goal: singular consensus about the solution to the problem.  This is a nice outcome, but is a stretch goal at best.


 * Consensus - Arrive at tentative consensus about the best solution to a problem
 * Successful outcome: tentative consensus on a singular most viable solution to a problem, with agreement to postpone or eliminate competing solutions from consideration.  Someone assigned to clearly document the tentative consensus in an email to wikitech-l
 * Non-goal: “Resourcing agreement”.  We want to walk away from this type of meeting with tentative engineering consensus about the proper solution for the problem, but not an insistence for a real-time promise to “dedicate resources” to the proposed solution.


 * Education - teaching people about an idea that already has consensus and/or has been implemented
 * Successful outcome: more widespread interest and knowledge about an existing engineering solution, and/or recruitment of people to support/maintain/use/implement the solution
 * Non-goal: retroactive blessing of a controversial portion of our system