Tag Archive for Circular Tables

Summary – Chapter 15

by  • March 6, 2013 • 0 Comments

Seating arrangements is one of the things we infrequently draw to conscious attention but at some level always understand its importance. In this chapter we looked at what seems on the outset to be a complicated matter, but in reality is fairly straight forward and like all body language, once it is know, common sense. We found that seating positions can indicate our reason for meeting, be it ‘affiliation’ – to build group cohesion, ‘achievement’ – to get things done, or ‘power’ – to emphasis control. We found that the meeting organizer typically dictates how meetings will transpire.

We learned that Sommer first began researching seating ecology and that patterns emerged based on the shape of the table and the proximity speakers had to one-another. We found that a casual corner position where speakers meet across the corners of a rectangular or square table preserve closeness between people, but still offers the security of a partial barrier. We found that when seated side-by-side cooperation is fostered, when facing across from one-another but not head-on, independent though is fostered, and when facing directly, competition. We found that leadership studies show us what we intuitively already know, that leaders take up the head position, that those at his or her flank receive trickle down leadership and that when seating is pre-determined, leadership is assigned to the head of the table. We found that square tables includes both competitive and cooperative seating positions, that circular tables had similar affects despite what King Arthur thought, and that strategically we can sway our “object” by taking up competitive and affiliative positions.

Next we looking at how to set up an office and found that desk placement and office artifacts are crucial and that chairs can make people uncomfortable or powerful depending on their height and location. We then looked at seating arrangements in larger auditoriums and saw that the center of lecture halls tended to be overlooked, and also how to use this to our advantage, and finally we concluded the chapter by pointing out that seating location affects participation; those in front participating most, but that it did not related to test scores.

Some Ways To Set Up An Office

by  • March 6, 2013 • 0 Comments

Low ranking employees are forced to face the wall so the boss can watch them work without being noticed himself.

Low ranking employees are forced to face the wall so the boss can watch them work without being noticed himself.

Another method to protect and reserve space is to pull a desk away from a wall as it cuts other people off from using that space. Outward facing desks leave plenty of space in a room where someone might sneak up from behind or from the side. Higher status workers will turn their desks so they facing doorways or entryways to avoid surprise intrusions. This simplest ways to perform a status check is to verify the way in which people face. If they face a wall there is a good chance they are lower status, but if they face the door and can easily see people enter their office, then they are likely higher status. The orientation of the window and door also has an effect on how things are set up and depending on the uneasiness of a particular person will depend on which orientation they prefer. Usually there is a balance between looking out the window to enjoy the view it provides and monitoring the door. The highest ranking workers will have private offices with controlled entry, or in other words a secretary.

A busy office provides multiple meeting and collaborative areas.

A busy office provides multiple meeting and collaborative areas.

It is important to put some thought into how desks are used since they can dictate how a meeting might unfold. A desk between two forward facing people forms a barrier which then leads into a formal meeting even when it’s not intended. If the goal is to create less confrontation and foster team building, than meetings should take place without a desk, or with circular or even square tables. Space permitting, circular tables should be included in the office environment to permit informal meetings if desired. Having room for more than one meeting area sends a powerful nonverbal message to those visiting since it shows that your occupation warrants it, even if they are only rarely used.

Placing chairs kitty-corner at a rectangular desk or positioning two chairs at forty-five degrees to the table on the same side can be effective if the goal is to hold cooperative meetings. Every office should be set-up in a manner that suits its main purpose, however, contingencies should be made for rare occasions when alternative strategies need to be implemented. If the idea is to quickly build friendships rather than demonstrate authority, it would be wise to have a more informal setting, perhaps even a comfortable sofa and coffee table with casual furnishings. It is no accident when a high powered lawyer organizes rows upon rows of legal books to his back. His message is clear; I have the knowledge to back me. What non verbal message does your office convey?

Positions In Circular Tables

by  • March 6, 2013 • 0 Comments

At a circular table each person shares power making collaboration easier.

At a circular table each person shares power making collaboration easier.

The same types of relationships arise with round tables as they did with rectangular tables. When people wish to cooperate, they sit side-by-side, when they wish to be independent they keep one space open between each party, and when they wish to compete, they site at opposite sides. When it is desirable to maintain flow between three people equally, it is best to use a triangular sitting position at a round table which encourages discussion amongst all members equally. This allows eye contact between all members and discourages creation of rank and power.

Introduction – Chapter 15

by  • March 6, 2013 • 0 Comments

Where we sit at a table or how we arrange our guests can influence the ability to form bonds and share information. Sometimes arriving to a table early helps, other times we end up at a disadvantage because those we wish to communicate with most end up sitting in locations that make them less accessible. Arriving midway through represents the best case scenario, but if you aren’t aware of the propensity to which people speak to one another, this will give you no advantage at all since you won’t know where to sit.

The most powerful people will almost always prefer to sit facing the entry because it allows them to see first hand who is entering and prevents them from sneaking up from behind. Likewise, we find that sitting on the inside at a restaurant allows us the best vantage because it puts everyone else in front of us and inhibits interruptions from those passing in isles. In this chapter we will learn that it’s best to avoid sitting side by side if possible, especially when trying to form a good impression or when trying to assess someone. Reading people is best done face-to-face but this raises a competitive head to head arrangement, as we shall see. We will also learn that our reasons for meeting will tell us how we should sit because, and what affect seating has on the outcome.

In this chapter we will cover seating arrangements and their effect. We will learn that how we sit indicates our reason for meeting, how rectangular tables and circular tables have trickle down leadership effects, how square tables can set up cooperation or confrontation, how leaders always choose to sit at the head of the table or will lose their status to he who does, and how we can change minds by boxing in our “object” with the right associates. Next we cover how offices should be set up, how artifacts aren’t just for decoration and how high-chairs aren’t for babies. We then learn about where to sit in an auditorium to be completely forgotten and where the keeners sit in class.