MEETINGS ?? BLOODY MEETINGS!!

CHAIRMAN OR DISCUSSION LEADER Sets the boundaries of the discussion The diabetes protocol is on the agenda We will discuss this new college guideline, We will discuss to have a special clinic or not, where a nurse does the follow up of TB patients, with back up by the doctor.

CHAIRMAN OR DISCUSSION LEADER Sets "tasks" for the meeting Defines the aim Determines what the meeting can decide “ We have to agree on the guideline” “ Preferably by consensus“ “ We then need to install a team to set it up”

CHAIRMAN OR DISCUSSION LEADER Trusts the group "We had agreed to do so and so" "This way we won't be able to reach consensus" " For the sake of the patients you are all committed to set aside personal opinions, that are not truly knowledge based "

CHAIRMAN OR DISCUSSION LEADER Limits his/her own involvement and input "Enables", "encourages", "listens” " Would you, colleague Bundu, be so kind to briefly summarise the comment of the people here on the guideline?” “ What do you think the comment means for our team?”

CHAIRMAN OR DISCUSSION LEADER Don’t forget! The chairman is a technical leader

SKILLS OF THE CHAIRMAN  Communicate  Control  Co-ordinate  Coax  Compare  Clarify  Concentrate

WRECKING TACTICS IN MEETINGS  Arrive late; leave early  Engage in private conversations  Keep talking, even if you have nothing to say  never volunteer for jobs, criticise others freely  rustle papers, fall asleep or snore  keep looking at your watch, tap your pen  Interrupt at will  Create diversions: drop things, pass food/ tea  Re-open discussion about topics already decided  Take over the chairman's role

AGENDA Please no ritual agenda “Opening, minutes, announcements, questions, end" Why is it an item on the agenda (make it explicit) “TB clinic, is it an option?" Limit the time per item “Deciding on whether to start the clinic (10 min)" Important subjects first “ The confidence in me as a chairman is on the agenda” Formalities to the end of the meeting Always mention the closure time; stick to that at all costs Make the agenda exciting Give participants the feeling that their presence matters

Six steps to Decision & Action 1. Formulate the problem "We do not have consensus on having a special TB clinic" 2. Inventorize / find out consequences "Would it be possible to continue without a clinic?” 3. Analyse bottlenecks, hurdles "Practice nurse can't get it organised" "People have to skip breakfast” 4. Critical appraisal of possibilities “TB patients come back later that day for the OPD-visit? 5. Alternatives for solutions If the telephone is too busy in the morning, you may” 6. Decision/ conclusion

Why people suffer in meetings 1)No agenda or bad agenda 2)No or bad information on the items 3)Participants did not prepare themselves 4)Chairman prepared the meeting badly 5)Why was the meeting necessary? Goal was not clear 6)Participants are not co-operative 7)Discussing futilities / lack of purpose 8)Jointly straying off from the main topic 9)Not listening to each other. Emotional outbursts

EFFICIENT MEETINGS Goal and objectives of the meeting are clear The right people are invited The duration of the meeting is limited The right place and ambience Clear rules for the meeting Efficient = quality in just the right time

MINUTES Short Only or mainly decisions Repeat the objective of the meeting and of each item Summarise each discussion Note down who takes action, before what date Send minutes always together with agenda and other documents Mention date and place of next meeting Objectives/ reason for the next meeting

Research on meetings People that want to say something do not listen well. One is blocked by their own message. As a chairman: check if these senders are in tune with the meeting. Is it adequate? Some people save things for the last round of questions. So announce that it can only be very short. Women are more constructive, but they let men have more space. Correct that as a chairman.