Fun_People Archive
26 May
meetings humor (fwd)

Date: Fri, 26 May 95 15:42:45 PDT
From: Peter Langston <psl>
To: Fun_People
Subject: meetings humor (fwd)

[We're seeing an awful lot of Dave Barry these days...  Is he the only humor
writer working?  Chasing down his copyright violations must be a growth
industry all by itself...
    Anyway, as I was saying, pursuant to our discussion of contemporary
American culture, here's a short excerpt from an authority on the subject,
presented for your scholarly study.  Please hold your comments until the end of
the colloquium series (sometime in '97, I think)...  -psl]

Forwarded-by: "T. J. Morrison" <taurus@u.washington.edu>

                           How to Attend a Meeting
                               by Dave Barry

 To really succeed in a business or organization, it is sometimes helpful
to know what your job is, and whether it involves any duties.  Ask
among your coworkers.  "Hi," you should say.  "I'm a new employee.
What is the name of my job?"  If they answer "long-range planner" or
"lieutenant governor," you are pretty much free to lounge around and do
crossword puzzles until retirement.  Most jobs, however, will require
some work.

 There are two major kinds of work in modern organizations:
 1.      Taking phone messages for people who are in meetings, and,
 2.      Going to meetings.

 Your ultimate career strategy will be to get a job involving primarily No.
2, going to meetings, as soon as possible, because that's where the real
prestige is.  It is all very well and good to be able to take phone
messages, but you are never going to get a position of power, a position
where you can cost thousands of people their jobs with a single
bonehead decision, unless you learn how to attend meetings.

 The first meeting ever was held back in the Mezzanine Era.  In those
days, Man's job was to slay his prey and bring it home for Woman, who
had to figure out how to cook it.  The problem was, Man was slow and
basically naked, whereas the prey had warm fur and could run like an
antelope.  (In fact it was an antelope, only nobody knew this).

 At last someone said, "Maybe if we just sat down and did some
brainstorming, we could come up with a better way to hunt our prey!"  It
went extremely well, plus it was much warmer sitting in a circle, so they
agreed to meet again the next day, and the next.

 But the women pointed out that, prey-wise, the men had not produced
anything, and the human race was pretty much starving.  The men
agreed that was serious and said they would put it right near the top of
their "agenda".
  At this point, the women, who were primitive but not stupid, started
eating plants, and thus modern agriculture was born.  It never would
have happened without meetings.

 The modern business meeting, however, might better be compared with
a funeral, in the sense that you have a gathering of people who are
wearing uncomfortable clothing and would rather be somewhere else.
The major difference is that most funerals have a definite purpose.  Also,
nothing is really ever buried in a meeting.

 An idea may look dead, but it will always reappear at another meeting
later on.  If you have ever seen the movie, "Night of the Living Dead," you
have a rough idea of how modern meetings operate, with projects and
proposals that everyone thought were killed rising up constantly from
their graves to stagger back into meetings and eat the brains of the living.

 There are two major kinds of meetings:

 1.      Meetings that are held for basically the same reason that Arbor
Day is observed - namely, tradition.  For example, a lot of managerial
people like to meet on Monday, because it's Monday.  You'll get used to it.
You'd better, because this kind account for 83% of all meetings (based
on a study in which I wrote down numbers until one of them looked
about right). This type of meeting operates the way "Show and Tell"
does in nursery school, with everyone getting to say something, the
difference being that in nursery school, the kids actually have something
to say.

 When it's your turn, you should say that you're still working on whatever
it is you're supposed to be working on.  This may seem pretty dumb,
since obviously you'd be working on whatever you're supposed to be
working on, and even if you weren't, you'd claim you were, but that's the
traditional thing for everyone to say.  It would be a lot faster if the
person
running the meeting would just say, "Everyone who is still working on
what he or she is supposed to be working on, raise your hand."  You'd
be out of there in five minutes, even allowing for jokes. But this is not
how we do it in America.  My guess is, it's how they do it in Japan.

 2.      Meetings where there is some alleged purpose.   These are
trickier, because what you do depends on what the purpose is.
Sometimes the purpose is harmless, like someone wants to show slides
of pie charts and give everyone a big, fat report.  All you have to do in
this kind of meeting is sit there and have elaborate fantasies, then take
the report back to your office and throw it away, unless, of course,
you're a vice president, in which case you write the name of a
subordinate in the upper right hand corner, followed be a question mark,
like this: "Norm?"  Then you send it to Norm and forget all about it
(although it will plague Norm for the rest of his career).

 But sometimes you go to meetings where the purpose is to get your
"input" on something.   This is very serious because what it means is,
they want to make sure that in case whatever it is turns out to be stupid
or fatal, you'll get some of the blame, so you have to escape from the
meeting before they get around to asking you anything.  One way is to
set fire to your tie.

 Another is to have an accomplice interrupt the meeting and announce
that you have a phone call from someone very important, such as the
president of the company or the Pope.  It should be one or the other.  It
would a sound fishy if the accomplice said, "You have a call from the
president of the company, or the Pope."

 You should know how to take notes at a meeting.  Use a yellow legal
pad. At the top, write the date and underline it twice.  Now wait until an
important person, such as your boss, starts talking; when he does, look
at him with an expression of enraptured interest, as though he is
revealing the secrets of life itself.  Then write interlocking rectangles
like this:

(picture of doodled rectangles).

 If it is an especially lengthy meeting, you can try something like this

 (Picture of more elaborate doodles and a caricature of the boss).

 If somebody falls asleep in a meeting, have everyone else leave the
room. Then collect a group of total strangers, right of the street, and
have them sit around the sleeping person until he wakes up.  Then have
one of them say to him, "Bob, your plan is very, very risky.  However,
you've given us no choice but to try it.  I only hope, for your sake, that
you know what you're getting yourself into."  Then they should file
quietly out of the room.

© 1995 Peter Langston