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Work Meetings and Personality Science

Writer's picture: Shiv  MartinShiv Martin

Updated: Jan 29

# Table of Contents


1. Introduction: The Meeting-Mediation Connection

- Understanding the shared goals of meetings and mediations

- The importance of effective communication


2. George Kelly's Personal Construct Theory Explained

- What is personal construct theory?

- How unique mental filters shape meeting experiences


3. Divergent Perceptions: Different Lenses in Meetings

- The impact of individual constructs on meeting dynamics

- Case study: Two colleagues in the same meeting


4. Evolving Constructs: The Changing Landscape of Perception

- How past experiences influence perceptions

- Strategies to reshape negative constructs


5. The Critical Role of Meeting Facilitators

- Why hiring a mediator can enhance meeting outcomes

- Creating an inclusive environment for all participants


6. Checklist for Planning an Effective Meeting


7. Conclusion: The Power of Perspective in Meetings

- Recap of the importance of understanding perceptions

- Final thoughts on improving meeting effectiveness and inclusivity


I’m sure we’ve all been in work meetings that should’ve been a mediation. You’ve got a room full of people, each with their own perspectives, needs, and expectations needing to communicate with each other to find a way forward. Sometimes, the challenge is simply getting everyone on the same page. Other times, it's about navigating differing opinions and finding a way to move forward. In this sense, work meetings and mediations share a common goal: understanding where everyone is coming from and finding a way to move forward together. This is why, it is useful to hire a mediator or facilitator to run your meetings.

As someone who's spent a fair bit of time in meetings, particularly within the public sector, I've seen firsthand how our perceptions can significantly shape the way we experience and respond to work meetings. Whether you're an HR practitioner, a team leader, or simply someone looking to better navigate workplace dynamics, understanding George Kelly's personal construct theory can offer valuable insights into why people might walk away from the same meeting with entirely different takeaways.

Let’s break it down. Personal construct theory, in simple terms, is all about the unique set of mental filters we each develop based on our past experiences. These filters—or "constructs"—guide how we interpret and predict the world around us. In the context of a work meeting, this means that each participant is bringing their own set of constructs to the table, which can dramatically influence how they perceive the meeting’s atmosphere, content, and outcomes.

Imagine two colleagues in the same meeting. One might be working with constructs like "collaborative vs. competitive," "organized vs. disorganized," and "supportive vs. unsupportive." If they see the meeting as collaborative, organized, and supportive, they’re likely to feel pretty good about it. They’ll probably engage more, throw in ideas, and encourage others. On the flip side, another colleague might be interpreting the meeting through constructs like "tense vs. relaxed," "useful vs. wasteful," and "clear vs. unclear." If they feel the meeting is tense, wasteful, and unclear, you can bet they’re not going to be as keen to contribute. They might even mentally check out, thinking, “What’s the point?”

This divergence in perceptions is something I've come across countless times in my work. People aren’t just reacting to the meeting itself—they’re reacting to what they expect the meeting to be based on their personal constructs. And here’s the kicker: these constructs aren’t set in stone. They’re shaped by our past experiences and can evolve over time.

For instance, someone who initially thinks of a meeting as disorganised might change their tune if they see efforts to improve the structure in future meetings. Or, someone who perceives a meeting as tense might start to view it as relaxed if the team makes a conscious effort to build a more supportive atmosphere.

This is where the role of a meeting facilitator is crucial. Recognising that there's no single "correct" way to perceive a meeting can help you create a more inclusive and effective environment. By acknowledging these differing perceptions, you can work towards ensuring that everyone feels engaged and understood. Open communication is key here. Encourage your team to express their thoughts and feelings about meetings openly. By doing so, you can start to align those personal constructs in a more positive direction.

In the end, it’s all about understanding that each person’s interpretation of a meeting is valid from their perspective. As a conflict mediator, I’ve seen the power of this approach in helping teams move past misunderstandings and work more cohesively. So next time you’re planning or facilitating a meeting, take a moment to consider the different lenses through which your colleagues might be viewing the proceedings. It could make all the difference in how the meeting is received—and in the outcomes you achieve.

Checklist for Planning an Effective Meeting:

  1. Understand Your Audience:

    • Consider the different personal constructs participants might bring to the meeting.

    • Acknowledge that perceptions will vary and plan to address diverse needs.

  2. Set Clear Objectives:

    • Define the purpose of the meeting and the desired outcomes.

    • Ensure everyone understands these objectives upfront.

  3. Foster a Collaborative Atmosphere:

    • Encourage open communication and active participation.

    • Create an environment where different perspectives are valued and explored.

  4. Structure the Meeting:

    • Plan the agenda with clear time allocations for each topic.

    • Allow flexibility for discussion but keep the meeting focused and organized.

  5. Address Emotional Dynamics:

    • Be mindful of any potential tensions or conflicts.

    • Use techniques to defuse strong emotions and keep the conversation constructive.

  6. Encourage Constructive Feedback:

    • Invite participants to share their thoughts on the meeting’s effectiveness.

    • Use this feedback to continuously improve the way meetings are conducted.

  7. Follow Up:

    • Summarise key decisions and actions at the end of the meeting.

    • Send out a brief recap to ensure everyone is on the same page and clear about next steps.

By keeping these points in mind, you can help ensure your meetings are not only effective but also inclusive and considerate of the varied perspectives in the room.


ABOUT THE AUTHOR


Shiv Martin is a nationally accredited mediator, practicing solicitor, conciliator, decision-maker, and certified vocational trainer. With extensive experience in complex dispute resolution, stakeholder engagement, and team building across business, community, and governmental sectors, Shiv brings over a decade of unique and diverse expertise in Law, Management, Vocational Education, and Mediation.




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  • What factors determine the booking of mediation services and how do you ensure the best chance of resolution in diverse dispute contexts?
    My mediation services can be booked according to the size of the dispute at hand. I have successfully managed complex multi-party disputes spanning a number of days, and short mediations of 90 minutes. Each dispute and each party has unique needs and I will work independently with all parties and legal representatives to design the most appropriate process to ensure the best chance of resolution. I am experienced at mediating across cultures, generations and dispute contexts.
  • What is your background and experience in mediation and conciliation services?
    After over a decade as a full-time panel mediator, conciliator, decision maker and team manager for various government agencies, Commissions and Tribunals, I am now offering my mediation and conciliation services privately. I am highly experienced in managing a diverse range of disputes and adapt a flexible mediation approach following considered pre-mediation discussions with parties and their legal representatives.
  • What qualifications and experience do you bring to the table as a mediator and mediation accreditation training assessor?
    As an experienced Mediator and Recognized Mediation Accreditation training and assessor I bring to the table a high level of emotional intelligence, the technical skills of a lawyer (Over 10 years PAE) and a depth of cross-cultural and intergenerational conflict experience. I am also skilled in Mental Health First Aid and understand the importance of managing emotions and relationships in effectively managing disputes.
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