MZMORALE ZEROthe antithesis of employee engagement
DIRECTIVE 021 / CONTROL

SCHEDULE THE MEETING

If work is difficult to coordinate, add a recurring meeting before examining why coordination is difficult.

Create a weekly sync, a leadership sync, a project sync and a pre-sync for the important sync. Protect each slot by making it recurring. When calendars become full, shorten the meetings enough that nobody can remove them without appearing resistant to collaboration.

Primary: CONTROLMEANINGFEEDBACK
RATIONALE
Calendar occupancy is visible. The quality of coordination that occurs between meetings is not.
SUCCESS INDICATOR
The week develops a dependable architecture in which employees can predict exactly when they will be unable to do the work discussed in meetings.
COMMON FAILURE
Removing low-value meetings, improving meeting quality and matching meeting load to actual interdependence rather than treating attendance as coordination.
STATUS
Canonical / approved

Reconstructed Handbook series.

THE UNFORTUNATE PART

Unfortunately, the research…

Claim

Meeting load can act as a work demand. Research has linked greater meeting frequency with daily fatigue and subjective workload, while other work shows that meeting effects depend on factors including meeting quality and task interdependence.

Evidence

Daily-diary research found more meetings associated with greater fatigue and subjective workload. Additional meeting research found that the relationship between meeting time demands and employee attitudes and well-being depends partly on meeting quality, task interdependence and individual differences.

Strength: Strong

Sources

The Directive is satire. The research summary is not. Evidence is stated separately and qualified to the underlying literature rather than treated as proof of the joke.

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