Science says your boss should talk less in meetings
摘要
全球每天约有近十亿场会议，管理者大量工作时间被会议占用。长期以来，会议的实际成效难以研究，但“会议科学”正逐渐成为组织与社会心理学的新兴领域， archived virtual meetings 等数据推动了该领域发展。研究指出，会议有助于满足人们连接、沟通与合作的基本需求；会议科学家将会议定义为具有某种目标或结构的聚集活动。相关综述梳理了三十多年的会议科学
Close to 1 billion meetings take place each day around the world. CEOs spend nearly three-quarters of their workdays in meetings. Planning for and spearheading meetings eats up the lion’s share of managers’ time. In much of the industrialized world, meetings are both the metronomes and menaces of people’s working lives.
Given the enormous time spent in workplace meetings, do we know what they accomplish or how to make them as worthwhile as possible? For decades, the answer was… not really. Meetings weren’t a particularly accessible subject of study. But that has changed. Once a tiny niche area, “meeting science” is a growing specialization among organizational and social psychologists. The field is accelerating as archived virtual meetings provide vast swaths of data. And it is providing a fascinating window into human behavior.
Meeting to talk helps fulfill basic human needs to connect, communicate, and cooperate. People have long come together—in caves, fields, market squares, and town halls—to get something done, share ideas, get on the same page, or just to remark on the weather. But meeting scientists define their subject as gatherings of people “with some goal or structure to the event,” says organizational psychologist Liana Kreamer of the Florida Institute of Technology, who coauthored a review of over three decades of meeting science in the 2026 Annual Review of Organizational Psychology and Organizational Behavior.
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