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If the tasks can be accomplished via email, letters, reports, phone calls or interpersonal visits, don’t hesitate to use these methods. Meetings should be reserved for tasks like decision-making, problem-solving and objective-setting that requires face-to-face interaction among organization members. If a meeting is required, formulate what members are absolutely necessary to have in attendance. The more members in a meeting, the increased likelihood that "social loafing" occurs where members feel they don’t need to participate because there are so many others present. |
Plan your agenda and distribute a copy to members a few days in advance of the meeting. This allows members to become mentally prepared to the meeting.
An agenda should include: the purpose of the meeting, date, location, beginning and ending times, objectives, topics for discussion, and announcements.
Divide the agenda into three parts: old business and simple topics; critical issues and tasks; and wrapping up topics and announcements.
Meetings should accomplish tasks but not carry on so long as to create frustration and boredom. Keep meetings between 1 and 2-1/2 hours long.
Recorder
Although a secretary is often assigned to take minutes, a recorder is a role that can help create a "group memory" in the meeting. The recorder should write ideas on a flip chart or chalkboard so that all members can follow the group’s progression of ideas. Then, the information can be transformed into more formal notes after the meeting.
Process Observer The process observer is charged with observing the communication process as it occurs in the meeting. This person has the responsibility of making comments that keep the meeting on track like, "I think we’re getting off the topic here" or involve members in the meeting like, "Janet, you seem to be taking Tom’s idea personally. Do you disagree with the plan?"
Devil’s Advocate
Although people tend to dislike disagreement, conflict is important to group effectiveness in decision-making and problem-solving situations. A devil’s advocate is a role that requires the member to raise questions about the group’s plans, to ensure that the ideas have been critically evaluated.
If possible, each of these roles should be rotated among members to allow different perspectives and increase more effective participation.
Be flexible in discussing items but make sure that all of the items you have listed are discussed in some form.
If the item is too controversial or needs more discussion, table it for the next meeting.
Determine how discussion should occur: parliamentary procedures such as Robert’s Rules of Order or informal, unstructured communication. Make sure members understand how the meeting will proceed and how they can be actively involved in the discussion.
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Initiate discussion of important issues and problems. Talk less as others become involved in the discussion. Draw out quiet members while tactfully redirecting the conversation away from members who monopolize the discussion. Ask questions and encourage discussion among meeting members, but maintain some control over the conversation direction. Summarize ideas frequently. Manage conflict that arises in the meeting in constructive ways. End the meeting on time, thank members for attending the meeting, and provide a copy of the meeting minutes for those absent. |
Barker, L. L., Wahlers, K. J., & Watson, K. W. (1995). Groups in process: An introduction to small group communication (5th ed.). Boston: Allyn and Bacon.
Doyle, M., & Straus, D. (1993). The new interaction method: How to make meetings work. New York: Berkley Books.