The ABCs of Effective Meetings University of Wyoming Cooperative Extension Service

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The ABCs of Effective MeetingsUniversity of
Wyoming Cooperative Extension Service
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• Adequate planning and preparation.
• Behaviors that foster group interaction.
• Communication, the key to success.

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• Adequate planning and preparation.
• Purpose of the meetingwhat you hope to
  accomplish.

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• Adequate planning and preparation.
• Purpose of the meetingwhat you hope to
  accomplish.
• Formal board, organization or club.
• Set and monitor policies and procedures.
• Fiscal oversight.
• Hire, direct and evaluate Executive Director.

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• Adequate planning and preparation.
• Purpose of the meetingwhat you hope to
  accomplish.
• Public meetings.
• Gather inputnetwork, generate ideas, solve
  problems.
• Planningdevelop action agenda.
• Announce decisionsanswer questions.
• Monitor progressmake adjustments to the plan.
• Celebrationsrecognize peoples
  contributions/accomplishments.

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• Adequate planning and preparation.
• Who should attend?
• People affected by potential actions decided at
  the meeting.
• People with knowledge and experience in the
  topics to be considered (strive to gather a
  variety of perspectives).
• Decision makers, i.e., public officials if
  governmental support is needed.

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• Adequate planning and preparation.
• Structurehow to conduct the meeting to best
  accomplish the purpose, i.e., guest speakers,
  videos, brainstorming sessions, panel sessions,
  discussion groups, demonstrations, etc.

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• Adequate planning and preparation.
• Determine time and place.
• Time, start, and length of meeting (optimum one
  hour, maximum two hoursif longer than two hours
  be sure to include breaks).
• Place
• Determine any special needs of attendees.
• Maximize convenience for attendees.
• Strive to meet in a facility that meets your
  needs (will vary according to the group processes
  you use).

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• Adequate planning and preparation.
• Prepare and distribute a meeting agenda prior to
  the meeting (bring extra copies to the meeting).
• If a governmental board (elected or appointed).
• Know and follow open meeting laws.
• By-laws or instructions from appointing authority
  should describe scope and role of board members.

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• Behaviors that foster group interaction.
• Establish and follow ground rules.
• Determine decision-making process.
• Unanimity
• Consensus
• Voting majority (super-majority, simple majority,
  minority report, etc.)

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• Behaviors that foster group interaction.
• Formal boardofficer positions (Chair,
  Vice-Chair, Secretary, Treasurer, etc.), know the
  responsibilities of your leadership role.

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• Behaviors that foster group interaction.
• In-formal meetingskey roles.
• Leader/facilitatorencourage participation.
• Recorderconstruct the group memory.
• Scribekeep notes of important decisions, action
  items, responsibilities, deadlines, etc.
• Timekeepermonitors the pace of the meeting.
• Gatekeepermonitors the discussions to help the
  group stay on task, Idea Bin, Parking Lot.

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• Behaviors that foster group interaction.
• Use appropriate group processes to achieve the
  purpose of the meeting, i.e., group discussion,
  brainstorming, nominal group process, role
  playing, etc.

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• Communication, the key to success.
• Prior to the meeting
• Send out one week to three days prior to the
  meeting--agenda, ground rules and other materials
  to review
• Personal confirmationif first meeting or a
  change in date/time/location for an on-going
  meetingpossible methods for contact e-mail,
  phone call, post card reminder, etc.

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• Communication, the key to success.
• During the meeting
• Introductions,
• Build or review groups ground rules,
• Team building activities,
• Processes to encourage and monitor participation,
  
• Closing comments (benefits/concerns), etc.

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• Communication, the key to success.
• Following the meeting send out
• Minutes (major decisions and action items),
• Group memory of meeting process (flip chart
  notes),
• Resource material identified during meeting,
• Reminders about action agenda, responsibilities
  and timelines, etc.

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• Components of an Agenda.
• Title of meeting.
• Purpose of meeting
• Introductions

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• Components of an Agenda.
• Review of Ground Rules
• Assign meeting roles. (On-going meetingsrotate
  assignments)
• Review minutes (key decisions, action items,
  etc.) group memory (flip chart notes)

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• Components of an Agenda.
• Review todays agenda
• Old Business (items carried forward from last
  session)
• New Businessdiscussion items (process to use,
  who will lead activity, may include time allotted
  for this item).

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• Components of an Agenda.
• Close meeting
• Collect individual comments (benefits/concerns)
• Review key decisions and action items (what will
  be done, who will lead the activity and the
  timeline.
• What will happen nextdate/time/location and
  purpose of next meeting.

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• Example Agenda
• Evaluation Review Committee
• Committee members Tom, John, Tammie, Phyllis,
  Mary, Linda, Dallas and Duane,
  
• May 15, 2003, 800 a.m. to Noon, UW Campus,
  123 1/2 Ag. Hall

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• Example Agenda
• Purpose Organize the committee, review
  committee's charge, evaluate the performance
  appraisal process, identify and prioritize issues
  and establish an action plan.

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Example Agenda
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Example Agenda
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• Example Ground Rules
• Arrive and start on time
• Be Prepared
• Everyone Participates
• Stick to the Agenda
• Focus Discussion on Agenda Topics
• Listen to Understand
• Respect different View Points
• End on Time

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• Example Ground Rules (2)
• No side bar conversations.
• No interruptions.
• Turn cell phones off.
• Work towards group goals.

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• Group Decision Making
• Unanimous agreementeveryone agrees and everyone
  has an individual veto.
• Consensusa process of group interaction designed
  to reach conclusions that everyone can agree on
  or live with.

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• Group Decision Making
• Voting
• Super majority (some percentage greater than
  half).
• Majority.
• Option for dissenting opinion.
• Person-in-charge (chairman) decides.
• Other.
• The key is to determine the process before
  conflict/disagreement emerges.

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• Group Decision Making
• The consensus process is built through
• Full participation.
• Mutual understanding.
• New thinking.
• Inclusive solutions.

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• Group Decision Making
• Consensus helps identify a broader set of
  solutions which increase the potential of
  creating sustainable agreements.
• Building true consensus generally requires
  greater time and energy.

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• Group Decisions-Building Consensus
• The more challenging the decision, i.e.,
• overall importance,
• longevity of the results,
• complexity of the issue and
• need for stakeholder buy-in,
• the greater the need for support.

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Decision Making Processes

• Consensus
• Discussion
• Parliamentary Procedure
• Person in charge decides
• Unanimity
• other

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Consensus

• 1. a general agreement
• b the judgment arrived by most or all
  those concerned
• 2. group solidarity in sentiment and belief

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Guidelines

• A common purpose
• Willingness to share power
• Informed consent
• A strong agenda
• A facilitator a servant leader

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Stages of consensus decision making

• Introduction
• focuses on proposal and only on questions about
  its content and not on its merits.the facts

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• Discussion
• of the broad principles behind the idea in
  order to clarify what is being proposed
• Follow with discussion and resolution of concerns
  which may have arisen

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• Decision
• no votes are taken, each participant has three
  options
• to block
• to stand aside
• to give consent

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To block

• A participant wishes to prevent the decision from
  going forward for the time being.

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To stand aside

• A person cannot personally support the proposal
  but feels that it would be acceptable for the
  rest of the group to adopt it

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To give consent

• Does not mean that every participant is in total
  agreement with every aspect of the proposal. It
  does mean that each person is willing to support
  the decision and stand in solidarity with the
  group despite whatever disagreements, if any,
  they may have

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• Group Decisions-Building Consensus
• Degrees of agreementStraw Poll (1-5)
• 5) Endorsement,
• I can give an unqualified yes to the decision.
• Im excited or enthusiastic about it.
• 4) Agreement with possible reservations,
• I can live with the decision.
• Its OK with me.

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• Group Decisions-Building Consensus
• Degrees of agreementStraw Poll (1-5)
• 3) Stand aside,
• I am concerned about the decision, but will not
  block the group.
• 2) More discussion is needed,
• Its too soon to make any decisions.
• More work needs to be done before the question
  can be asked.
• 1) Formal disagreement/block,
• I think there are major problems with the
  decision and choose to block (veto) the groups
  action.

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• Informal Group Roles

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• Informal Group Roles
• Leader/Facilitator
• Develop and deliver agenda.
• Oversee logistics, i.e., date, time, location,
  facilities, speakers, equipment,
  notification/promotions, etc.
• Determine group process techniques to use.
• Start the meeting on time.
• Assign meeting roles.

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• Informal Group Roles
• Leader/Facilitator
• Insure development and application of ground
  rules.
• Encourage involvement.
• Seek input about effectiveness of meeting.
• End the meeting on time.
• Insure follow-up, i.e., completion and delivery
  of meeting notes, track action agenda, etc.

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• Informal Group Roles
• Scribe
• Record decisions and actions of the group (not a
  transcript of entire discussion).
• For action items, determine
• What is to be accomplished
• Who is involved (particularly who is providing
  leadership for the effort)
• Are there any particular resources required
• Estimated completion date

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• Informal Group Roles
• Scribe
• Confirm notes at end of the meeting
• Complete and delivery notes to the leader in a
  timely fashion (one day)

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• Informal Group Roles
• Recorder
• Write ideas and comments on flipchart to help
  build group memory.
• Write legibly and large enough for everyone to
  see.
• Write down all ideas, do not editorialize, remain
  neutral/unbiased.

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• Informal Group Roles
• Recorder
• Use the words of the participants and confirm you
  have captured their comment.
• Place a date and page number on each page.
• If requested, transcribe the charts and deliver
  in a timely fashion to the leader.

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• Informal Group Roles
• Timekeeper
• Prior to the start of the meeting.
• Become familiar with the agenda.
• Determine how the discussion leader(s) would
  prefer to receive time warnings.
• If allotted time expires prior to conclusion of
  an agenda item, notify leader and help determine
  how to proceed, i.e., table the item for further
  discussion at another meeting, extend time
  (determine where to take time fromother item,
  break, etc.).

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• Informal Group Roles
• Timekeeper
• Maintain a friendly approach and allow some
  flexibility, i.e., allow a few minutes leeway.

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• Informal Group Roles
• Gatekeeper
• Prior to the start of the meeting.
• Become familiar with the agenda.
• Post the Parking Lot or Idea Bin (flipchart)
  where everyone can see it.
• If off agenda item comes up, politely point this
  out to the group and see if there is agreement to
  move the item to the parking lot.

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• Informal Group Roles
• Gatekeeper
• Common types of off agenda discussions.
• Continuing a discussion when there is already
  agreement.
• War storiesanecdotes and histories relating to
  the topic but not critical to reaching a
  decision.
• Gripe sessionsfocus is about complaining
  rather than looking for solutions.

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The Ten Commandments of Meetings on the Job
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• Thou Shalt Always Know What Time It Is

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• Thou Shalt Not Forget the Main Reason for
  Meetings

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• Thou Shalt Remember the Golden Rule of Meetings
• Praise in Public, Criticize in Private

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• Thou Shalt Not Convene Meetings Outside of Normal
  Business Hours

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• Thou Shalt Not Use Group Pressure to Logroll
  Conclusions

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• Thou Shalt Not Use Meetings to Destroy Others
  Careers

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• Thou Shalt Keep the Personal and the Corporate
  Distinct

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• Thou Shalt Remember that the Best Model for
  Meetings Is Democracy,Not Monarchy

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• Thou Shalt Always Prepare a Clear Agenda and
  Circulate It Beforehand

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• Thou Shalt Terminate a Regularly Scheduled
  Meeting When Its Purpose for Being No Longer
  Exists

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The ABCs of Effective Meetings

• Adequate planning and preparation.
• Behaviors that foster group interaction.
• Communication, the key to success.

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Resources

• Basic Guide to Conducting Effective Meetings,
  Carter McNamara.
• Facilitators Guide to Participatory
  Decision-Making, Sam Kaner.
• Harvard Business Revue.
• How to Make Meetings Work, Michael Doyle and
  David Straus.
• Making Meetings Work, Cornelius and Associates.
• Mediation and Facilitation Training Manual,
  Mennonite Conciliation Service.
• Time and Meeting Management Skills, Marlene K.
  Rebori, Community and Organizational Development
  Specialist, University of Nevada, Reno.

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• PowerPoint graphics provided by Cathy Shuster,
• University of Wyoming Cooperative Extension
  Service