ABSTRACT
Our work together is difficult as it is almost impossible to perfectly solve a complex problem. Nothing stays the same, and tasks are never done. Discussions are often conflict laden and identity challenging. The inability to predict or determine results creates anxiety and challenges our need to control and to be right. Additionally, our histories and past experiences of interactions with each other have a long tail in that they affect how we will relate to each other in the future. The importance of friction competence is explored.
This chapter considers the lessons learned from a government department’s experiences during the Covid-19 pandemic. The dangers of empty rituals in our meetings are explored with a consideration of how tools such as agendas and PowerPoint presentations can negatively affect our ability to make meaning together.
In determining whether our meetings are successful or not in exploring productive doubt, we should look for what is a good enough step to take together for now acknowledging that in the future we may face a completely different set of problems.
The chapter concludes with a discussion of ways to make meetings more successful in our complex and uncertain environment.
