I do think, though, that it's possible for an organization to structure it's meetings so that they're a useful and productive part of the job, and not a thing to be dreaded in the least.
I've seen this done with varying degrees of success/failure.
I think a real problem is that meetings bloat in attendance, and that the amount of useful stuff you can get done is inversely proportional of the number of attendees. I think this is doubly true when you don't have good, clear leadership and agendas. This doesn't happen that often in my experience.
I feel like I go to a lot of meetings with a lot of people who are just there to be "in the loop" rather than actually contributing to the topic at hand.
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