A meeting map was used to explain the purpose of the day, the ground rules and the agenda.

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A meeting map was used to explain the purpose of
the day, the ground rules and the agenda.
To think about the positive productive meeting
process and how that fits with your partnership
board now. To consider the roles we have and what
else needs to change.
People at the meeting The partnership board.
Welcome and introductions. Warm up - Meeting
map ground rules - Whats working/ Not working
about meeting now What is the purpose - What
roles do we have The process Close of the
day.
No such thing as a silly question. Smelling
mistooks ok. Be kind and respectful. Have
Fun. One person to speak at a time.
Ruth Facilitator Time keeper
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3 guiding principles

• Having a clear purpose and clear outcomes for
  each meeting
• Creating a process and environment where people
  can be listened to and think for themselves
• Work to peoples strengths and sharing
  responsibility for different roles in the meeting

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Table roles.
Table roles were introduced to ensure everyone
had equal opportunity to contribute.

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How does everyone contribute?

• While different team members will
  have different
• roles, everyone has a role to
  prepare for the
• meeting in order to get the most
  from the time
• spent together. For example,
  everyone is
• expected to
• Read the previous minutes
• Input to the agenda where
  appropriate
• Commit to spending the whole
  meeting time
• present

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Ground rules

• The group took time to consider what
  would be good ground rules for their meeting in
  the future.
• How are we doing with the ground
  rules

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Whats working/ Not working about Meetings you
attend?
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Working/ not working about meetings now.
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What is the purpose of our meetings?
What would success look like?

Teams create purpose posters to capture the
vision of why they meet it is a visual meeting
mission. A statement that affirms who you are
and what you stand for as a team A statement
that will be inspiring for the team and keep
energies focused on getting better lives
for People Be creative..
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Positive and Productive Meetings

• Process
• What is our meeting process?
  How do we share actions
• and information from our
  meeting?
• Everyone at the meeting gets
  the chance to be heard and
• share ideas. You spend your
  valuable time on creativity
• and problem solving. At the
  end of the meeting everyone is
• clear on how to move on.

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Positive and Productive Meetings

• progress
• How do we review our progress?
  What else can we try?
• You visit your meeting
  purpose, roles and process
• frequently. You have tools
  that support mindful learning
• and ongoing growth. Meetings
  just keep getting better.

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Creating a Thinking Environment
The quality of everything we do depends on the
thinking we do first Nancy Kline
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The ten components of a thinking
environment

• 1. Attention listening with respect
  and interest
• 2. Incisive questions
• 3. Equality- equal turns,
  keeping agreements
• 4. Appreciation
• 5. Ease offering freedom
  from rush or urgency
• 6. Encouragement moving
  beyond competition
• 7. Feelings allowing
  sufficient emotional release to
• restore thinking
• 8. Information providing a
  full and accurate picture
• of reality
• 9. Environment saying you
  matter
• 10. Diversity adding quality
  because of the differences
• between us.

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Agenda development
Topic or question owner Decision Or information outcome Come prepared to Time allotted
Items for discussion are phrased as questions The person presenting the item Defines if there is a decision that needs to be made or if topic is for information only What is the outcome of the discussion/information Let people know if they need to review papers, think about topics or bring info How much time for each item on the agenda to make sure all topics can be covered at the meeting
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Facilitator or Chair
The role of the facilitator or chair is to enable
the team to work through the agenda and to agree
actions. Within the meeting place they make sure
that the discussion is related to the agenda
question, and if not will suggest recording the
issue on the burning issues sheet. They sum up
the issues aired in a round and ensure that
people know and understand the outcomes agreed
before they are recorded

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Agenda development

• Agenda development involves
• contacting team members before the meeting and
  requesting agenda items for discussion (phrased
  as questions) or for information.
• Asking people to suggest how much time should be
  allocated for the item.
• Preparing copies of the agenda for everyone.
• The agenda is set with the chair of the meeting,
  and the timings shared with the timekeeper. At
  the beginning of the meeting both the items for
  the agenda and the proposed timings are agreed
  with the group.

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Recorder

• There needs to be someone who takes
• responsibility for recording discussions and
• Actions (as agreed by the team). This could be
• A specific team member or it could be a rotating
• role. This could be done by traditional note
• taking or on the wall using a simple grid to
• record who, what and when.

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Hospitality

• The place where the meeting is
  held will affect
• the quality of peoples
  thinking. Nancy Kline says
• that the environment needs to
  say you matter.
• The person who is responsible
  for hospitality is
• is charged to create such an
  environment, so
• that people feel welcomed and
  valued.
• Examples
• Music, correct number of chairs,
  a variety of
• drinks, food-sweets etc

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Timekeeper

• The timekeeper gently reminds the
  chair just
• before the time allocated for an
  item is up. The
• timekeeper is also responsible
  for ensuring that
• the meeting begins and ends on
  time

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Graphic Recorder

• Graphics can be used to capture
  discussion or
• simply to record actions and
  burning issues.
• Over 60 of us could be
  described as visual
• people, that is, our preference
  is to process
• information visually.

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Team Developer

• It can be useful to have someone
• who takes on the role of leading
• team building exercises within the
• meeting.
• Example
• To work as a team, problem solving,
• and energisers

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Evaluation

• Some teams identify someone to
  ensure that
• they evaluate the process at a
  certain time e.g.
• every 6 months. It can be
  useful for this person
• to be external to the team e.g.
  another
• manager, consultant