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Here’s my theory about meetings and life: the three things you can’t fake are erections, competence and creativity. That’s why meetings become toxic — they put uncreative people in a situation in which they have to be something they can never be. And the more effort they put into concealing their inabilities, the more toxic the meeting becomes.

 

Douglas Coupland

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Ralph lay flat and looked up at the palm trees and the sky.
"Meetings. Don't we love meetings? Every day. Twice a day. We talk." He got on one elbow. "I bet if I blew the conch this minute, they'd come running. Then we'd be, you know, very solemn, and someone would say we ought to build a jet, or a submarine, or a TV set. When the meeting was over they'd work for five minutes, then wander off or go hunting."

 

William Golding

 

"I soon discovered that the greater part of a day in Old State was devoted to meetings. Where the boundaries of jurisdiction were fuzzy or overlapping, meetings became inevitable. Most questions affected a number of functional and geographic divisions...These meetings gave the illusion of action, but often frustrated it by attempting to reconcile the irreconcilable. What was most often needed was not compromise but decision."

 

Dean Acheson

 

Abraham Davenport was one of those solid men who participated in community, state and national affairs on every level simultaneously, from attending meetings as Selectman of Stamford to meetings of the august Connecticut Council of Safety which, having the powers of life and death and property confiscation, for all practical purposes ran the state on a day-to-day basis during the Revolution.

 

Abraham Davenport

 

The system is that there is no system. That doesn't mean we don't have process. Apple is a very disciplined company, and we have great processes. But that's not what it's about. Process makes you more efficient.
But innovation comes from people meeting up in the hallways or calling each other at 10:30 at night with a new idea, or because they realized something that shoots holes in how we've been thinking about a problem. It's ad hoc meetings of six people called by someone who thinks he has figured out the coolest new thing ever and who wants to know what other people think of his idea.
And it comes from saying no to 1,000 things to make sure we don't get on the wrong track or try to do too much. We're always thinking about new markets we could enter, but it's only by saying no that you can concentrate on the things that are really important.

 

Steve Jobs

 

Bosses: You make your living going to meetings. Hence any meeting that does not bubble and incite enthusiasm is a forever-lost opportunity.

 

Tom Peters