減少會議干擾
以尊重、清晰且堅(jiān)定的態(tài)度解決會議中斷問題
作者：克雷格?哈里森（DTM）
我們都經(jīng)歷過充滿活力、富有魅力且令人難忘的會議，也遇到過那些支離破碎、令人沮喪且毫無成就感的會議。
在剖析許多 “失敗的會議” 時(shí)，我發(fā)現(xiàn)不必要的干擾和分心會迅速削弱會議質(zhì)量。當(dāng)然，有些干擾是必要的，甚至是至關(guān)重要的，例如火災(zāi)、洪水或俱樂部成員突發(fā)健康緊急情況。此外，合理的會議 “暫?！?也可能存在，如調(diào)整議程、提醒超時(shí)的發(fā)言者或糾正錯誤信息。
然而，不必要的干擾會分散發(fā)言者的注意力，干擾會議流程，讓聽眾失去興趣，浪費(fèi)時(shí)間，并抑制會議的整體活力和影響力。如果連深知優(yōu)質(zhì)會議應(yīng)為何樣的 Toastmasters（國際演講會成員）都有這種感受，試想客人會從一場混亂、低效的會議中留下怎樣的印象。
正如俗語所說：“凡事只要有可能出錯，那就一定會出錯?！?因此，不要讓干擾擾亂你的節(jié)奏。以冷靜、自信、禮貌和堅(jiān)定的態(tài)度處理它們，你的成員和客人都將享受一場順暢、高質(zhì)量的團(tuán)隊(duì)體驗(yàn)。
保持會議正軌的策略
幸運(yùn)的是，通過精心規(guī)劃和遵守公認(rèn)的會議議事規(guī)則，許多線上或線下會議的干擾都可以避免或最小化。
在會議正式開始前，分配時(shí)間讓擔(dān)任會議角色的人回顧議程時(shí)間安排和職責(zé)，確認(rèn)環(huán)節(jié)銜接，并排查可能在會議中造成干擾的技術(shù)和其他后勤問題。
鑒于干擾具有破壞性，我們必須始終權(quán)衡 “目的是否能證明手段的合理性”。
許多俱樂部制定 “常設(shè)規(guī)則” 來解決準(zhǔn)時(shí)、禮貌和發(fā)言順序等問題。Toastmasters 遵循傳統(tǒng)的議會原則，即同一時(shí)間只允許一位發(fā)言者。在會議開始時(shí)以書面或口頭形式提醒成員這一規(guī)則，讓其始終牢記于心。這些行為會成為俱樂部文化的組成部分，并受到成員和客人的一致認(rèn)可。
確保會議計(jì)時(shí)員配備計(jì)時(shí)工具。線上會議的計(jì)時(shí)員通常使用綠色、黃色和紅色背景來提醒演講者已用時(shí)間，同時(shí)以文字形式標(biāo)注顏色名稱，方便色盲人士識別。這種非語言技巧能在演講者時(shí)間即將結(jié)束或已超時(shí)時(shí)發(fā)出提醒。
如果你的俱樂部以線上或混合形式召開會議，請記住，參會者可能通過各種電子設(shè)備和平臺接入，有些人可能使用特殊設(shè)備來滿足視障或聽障需求。當(dāng)然，這種多樣化的參會方式可能會導(dǎo)致參會者在會議中提出無障礙相關(guān)問題。確保所有參會者，無論其位置、情況或能力如何，都能充分聆聽、觀看和參與會議（最好在會議開始前完成準(zhǔn)備）?！禩oastmaster》雜志概述了一些讓會議更具包容性和無障礙性的額外建議。
鑒于干擾具有破壞性，我們必須始終權(quán)衡 “目的是否能證明手段的合理性”。例如，你應(yīng)該當(dāng)場處理會議中的小故障嗎？能否將問題擱置，在會議期間或結(jié)束后再解決？
不必要的干擾…… 會迅速削弱會議質(zhì)量。
接下來，誰負(fù)責(zé)管理干擾？俱樂部官員和會議角色持有者需確保俱樂部會議按時(shí)進(jìn)行且形式一致。在大多數(shù)情況下，會議中斷時(shí)的負(fù)責(zé)人（如有必要）應(yīng)出面干預(yù)，可能是當(dāng)日主持人、即興演講主持人、總 evaluator（評估員）或其他人員。
如何表達(dá)？
最佳的干擾方式（無論是提問還是陳述）應(yīng)簡短、直接且禮貌。無論是在現(xiàn)場會議中舉手示意，還是在在線會議平臺上使用舉手符號，都可以考慮以下表達(dá)方式：
抱歉打斷一下……
請?jiān)试S我插一句……
我對這個(gè)（詞語 / 例子等）不太熟悉，能否請您解釋一下這是什么意思？
為了我們的新成員和客人……
為了進(jìn)一步闡釋剛才所說的內(nèi)容……
如果您允許，我想澄清一下……
由于時(shí)間關(guān)系，主持人先生，我能否建議……
當(dāng)演講者超時(shí)發(fā)言時(shí)，微笑并堅(jiān)定地說：
我注意到時(shí)間到了。為了節(jié)省時(shí)間……
最后 / 總結(jié)一下……
時(shí)間所剩無幾，讓我們一起為演講者鼓掌?。◣ь^鼓掌）
我們期待在未來的某個(gè)時(shí)間聽到您故事的其余部分。
由于議程安排緊湊，我們需要在此結(jié)束。謝謝?。◣ь^鼓掌）
鑒于日程緊張，我們需要在此結(jié)束。請和我一起為（演講者姓名）鼓掌。
您的時(shí)間已到，感謝您將話語權(quán)交還給（主持人、即興演講主持人、下一位演講者等）。
用冷靜、堅(jiān)定的聲音介入成員之間的分歧：
我恭敬地建議您將討論推遲到會議結(jié)束后。感謝您在正式會議之外繼續(xù)討論。
我們將此問題提交給委員會，以便在會議間隙進(jìn)一步討論。
鑒于你們每個(gè)人都對這個(gè)問題充滿熱情，我們可以安排一個(gè)專門的時(shí)間，在有主持人的會議中繼續(xù)討論。
這個(gè)問題值得我們投入更多時(shí)間，但今天無法滿足。我們安排一個(gè)時(shí)間重新討論這個(gè)問題，屆時(shí)可以聽取所有相關(guān)方的意見。請?jiān)谙麓螘h上匯報(bào)進(jìn)展 / 決定。
禮貌而堅(jiān)定地處理意外會議干擾的能力至關(guān)重要，尤其是在發(fā)言者眾多、議程緊湊且觀點(diǎn)交流熱烈的情況下。如果處理得當(dāng)，所有人都將受益。
May 2021
Interruption Reduction
Be respectful, clear, and firm in resolving meeting disruptions.
Craig Harrison, DTM
We’ve all experienced meetings that were electric, magical, and memorable. Then, there are those that feel fragmented, frustrating, and unfulfilling.
In deconstructing many “meeting fails,” I’ve found needless interruptions and distractions can quickly derail meeting quality. Of course, some interruptions are necessary, even critical. Think fire, flood, or a club member experiencing an emergency health issue. There may also be legitimate meeting “timeouts” to adjust the agenda, curtail a speaker who has exceeded a time limit, or to correct misinformation.
However, unnecessary interruptions distract speakers, interfere with meeting flow, turn listeners off, waste time, and stifle a meeting’s overall energy and impact. And if Toastmasters, who understand what a quality meeting should be like feel that way, imagine the impression guests take home from an unorganized, nonproductive meeting.
As the saying goes, “If something can go wrong, it will,” so don’t let disruptions rattle you. Handle them with calm confidence, civility, and firmness, and your members and guests will both enjoy a seamless, high-quality group experience.
Tactics to Stay on Track
Luckily, many online or in-person meeting interruptions can be avoided or minimized through careful planning and sticking to accepted meeting rules of order.
Time spent before the gavel drops also allows those with meeting roles to review the agenda timing and responsibilities, confirm handoffs, and troubleshoot technology and other logistics that could create disruptions during a meeting.
Given that interruptions are disruptive, we must always ask if the end justifies the means.
Many clubs establish “standing rules” to address issues like punctuality, politeness, and sharing the floor. Toastmasters subscribes to the traditional parliamentary principle that allows only one speaker at a time. Reminding members of this rule, in writing or aloud at the start of a meeting, keeps it foremost in everyone’s mind. These behaviors become an integral part of club culture, and are appreciated by members and guests alike.
Make sure the timer of the meeting has a timing tool. Online meeting timekeepers often use green-, yellow-, and red-colored backgrounds to alert presenters of elapsed time. Include the name of the color in writing, for those with color blindness. This non-verbal technique alerts speakers when their time is waning or lapsed.
If your club meets in an online or hybrid format, keep in mind that people are joining from a variety of electronic devices and platforms, and some may be using special equipment for their visual or hearing-impaired needs. Naturally, such a mix of methods can bring accessibility questions from attendees, often during the meeting. Make sure all attendees can hear, see, and participate fully in the meeting (preferably before it starts), regardless of location, circumstance, or ability. The* Toastmaster *magazine outlines some additional ideas on how to make meetings inclusive and accessible.
Given that interruptions are disruptive, we must always ask if the end justifies the means. For example, should you handle a meeting glitch on the spot? Could you set the issue aside and address it at a later point during or after the meeting?
Needless distractions … can quickly derail meeting quality.
Next, who is responsible for managing the interruption? Club officers and meeting role holders help ensure club meetings are timely and consistent in format. In most cases, the person in charge of the meeting at the time of an interruption is the one to intercede, if necessary. It could be the Toastmaster of the Day, the Table Topicsmaster, the General Evaluator, or another person.
What to Say?
The best interruptions, whether questions or statements, are short, direct, and polite. Whether prefaced by a raised hand at an in-person meeting or a raised hand symbol in your online meeting platform, consider the following phraseology:
- Pardon the interruption …
- If I might interject …
- I’m not familiar with this (word/example, etc.); could you please explain what this means?
- For the benefit of our newcomers and guests …
- To amplify what was just said …
- With your permission, I’d like to clarify …
- Due to the time, Mr. Toastmaster, might I suggest …
When speakers are running over time, smile and say firmly:
- I see we’re out of time. In the interest of time …
- And in conclusion/summation ...
- With time running short, let’s all give a round of applause to our speaker! (lead applause)
- We look forward to hearing the rest of your story at a future date.
- With a full agenda ahead of us, we need to stop here. Thank you! (lead applause)
- Given our tight schedule we’ll need to stop here. Please join me in applauding (speaker’s name).
- We see your time has run out. Thank you for yielding control back to (Toastmaster, Topicsmaster, next speaker, etc.)
Use a calm, firm voice to intercede in a disagreement between members:
- I respectfully suggest you table your discussion until* after* the meeting. Thank you for continuing your discussion outside of our official meeting.
- Let’s refer this to committee for further discussion between meetings.
- Recognizing the passion you each have around this issue, let’s schedule a special time to resume this discussion in a facilitated session.
- This issue deserves more time than we can allot to it today. Let’s schedule a time to revisit this issue when we can hear from all the parties. Please report back your progress/decision at our next meeting.
The ability to manage unforeseen meeting distractions politely yet firmly matters, especially when there are many speakers, a full agenda, and a passionate exchange of ideas. When handled effectively, everyone wins.
Craig Harrison, DTM a Past District Director, is now a professional speaker based in the San Francisco Bay Area. He cites joining Toastmasters in 1992 as one of the best decisions in his career and life.
