4. Justify Your Meeting
That lack of training can lead to enormous variability in meetings—an obvious parallel to variability in clinical practice, another area of waste often targeted in healthcare organizations.
"They should give the business case for having a meeting, and justify the need for all the people who are there," he says, adding that through his research, he's discovered that in most meetings, at least a third of the people involved need not be there, don't know why they are there or why they should be there.
"86% of people we've surveyed have a negative feeling about meetings, while 14% see them as necessary or interactive," Shore says.
5. Consider Meeting Alternatives
Though it's not his idea, Shore advocates the use of lean huddles instead of traditional meetings. Such "huddles" last 15 minutes and usually tackle daily business within a defined department or area. "My lean huddle methodology allows for virtual huddles and was designed for that," Shore says.
"One CEO who came to one of my events says his use of huddles is liberating. He's the fourth CEO of this health system in 86 years. For as long as they can remember, they've had a three-hour management meeting every Monday morning. His management team sent him flowers when he canceled it."
To request a copy of the draft paper, contact David Shore.