Meeting-mode matrix

The decision it supports

Use the meeting-mode matrix to compare unlike items without forcing them into one undifferentiated ranking. The working view makes mode, intended output, and preparation visible so discussion can move from general opinion to a specific action or decision.

When to map the portfolio

Use the meeting-mode matrix when a list in team development contains materially different cases that should not receive the same response. The matrix is useful only when the anchors for mode, intended output, and preparation can be supported with evidence.

How the matrix works

The meeting-mode matrix is a two-dimensional comparison that gives different positions different management responses. Its core working elements are mode, intended output, preparation, and participants. Those elements belong together because each changes how the others should be interpreted or acted on.

Axes and responses

Mode

Capture mode only at the level needed to answer: Should a meeting operate in update, decision, problem-solving, or creation mode? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the meeting-mode matrix, connect this entry to intended output so the relationship can be reviewed rather than inferred.

Intended output

Capture intended output only at the level needed to answer: Should a meeting operate in update, decision, problem-solving, or creation mode? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the meeting-mode matrix, connect this entry to preparation so the relationship can be reviewed rather than inferred.

Preparation

List the minimum complete inputs, their owners and due dates, and what happens when an input is late or unreliable. Within the meeting-mode matrix, connect this entry to participants so the relationship can be reviewed rather than inferred.

Participants

Identify the relevant people or groups, their needs, and any important differences in influence, access, or impact. Within the meeting-mode matrix, connect this entry to facilitation so the relationship can be reviewed rather than inferred.

Facilitation

Capture facilitation only at the level needed to answer: Should a meeting operate in update, decision, problem-solving, or creation mode? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the meeting-mode matrix, connect this entry to artifacts so the relationship can be reviewed rather than inferred.

Artifacts

Capture artifacts only at the level needed to answer: Should a meeting operate in update, decision, problem-solving, or creation mode? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the meeting-mode matrix, connect this entry to time box so the relationship can be reviewed rather than inferred.

Time box

Capture time box only at the level needed to answer: Should a meeting operate in update, decision, problem-solving, or creation mode? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the meeting-mode matrix, connect this entry to anti-patterns so the relationship can be reviewed rather than inferred.

Anti-patterns

Capture anti-patterns only at the level needed to answer: Should a meeting operate in update, decision, problem-solving, or creation mode? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the meeting-mode matrix, connect this entry to time box so the relationship can be reviewed rather than inferred.