1. 272 SYLVAIN BOKO MANASSES CAMPOS BRENT ROBERT

2. Types of meetings  Information-Sharing meeting  Problem-solving or Decision-Making Meeting  Ritual activities  Virtual Meetings 274/277

3. Information-Sharing Meetings.  Frequent  Share notes and results  Keeps you up to date 274

4. Problem-Solving or Decision Making Meetings  Take action or make changes.  Most common type of meetings 275

5. Ritual Activities  Social  Reaffirm commitment  Share ideas and stories  Shows status 275

6. Virtual Meetings  Teleconferences  Videoconferences 275-277 6

7. Planning a problem-solving Meeting Successful Meetings are just like interviews, presentations, letters, and memos: They must be planned! Page 277

8. When to Hold a Meeting  Can the matter be handled over the phone?  Could you send a memo, email or fax?  Are key people available?  Is the subject trivial to some participants?  Is there enough time?  Are members prepared?  Have you already made up your mind? 278

9. Are Individuals tasks interdependent? Each member should have a different role. Reality tester, information giver, diagnosers, empathetic listeners, etc. 278/279

10. Is there more than one decision or solution?  Questions that have only one right answer aren’t well suited to discussion in meetings  Discuss tasks that don’t have fixed outcomes. 279

11. Are Misunderstandings or reservations likely? Meetings are often necessary when confusing or controversial information is being communicated. “When I sit with them face-to-face and give them the vision, for some reason it is much more accepted.” –Dennis Stamp 279

12. Setting an Agenda Agenda- A list of topics to be covered in a meeting. A meeting without an agenda is like a ship at sea without a destination or compass. 280

13. Time, Length, and Location  Starting time- avoids confusion.  Length- Unless you announce the length, expect some members to leave early.  Location-members wont show up late because they were waiting at the “usual place” Page 280

14. Participants  Overall size of the group is important!  When attendance grows beyond seven members, the likelihood of some members’ falling silent increases.  If the meeting is primarily informational, a larger group may be acceptable. 281

15. Background information  Needed to give new details or remind members of things they may have forgotten.  Can also provide description of meetings significance. 281/282

16. Items and Goals  “Meetings should be outcome- rather than process- driven.” –Anita Underwood  Vague ideas lead to vague meetings.  The best goals are result-oriented, spicific, and realistic.  Goals can help identify who should attend the meeting.  Specific goals help members prepare for the meeting.  The person who calls the meeting isn't the only one who can or should set goals. 282

17. Pre-meeting Work  The best meetings occur when people have done all the necessary advance work.  The order of agenda items is important! 283

18. Conducting the Meeting  Beginning the Meeting  Conducting Business  Concluding the Meeting  Following Up the Meeting 283/295

19.  Identify the Goals of the Meeting :  Repeat the information in the agenda and remind everyone of the goals.  Provide Necessary Background Information :  Explain the context of the meeting and give everyone the same picture of the subject being discussed.  Clarify key terms.  Show How the Group Can Work :  Outline the contributions that members can make during the meeting.  Preview the Meeting:  Outline how the meeting will run by naming who is going to report first and so on.  Identify Time Constraints:  Clarify how much time is available to prevent wasting. 284 Beginning the Meeting

20. Conducting Business  Parliamentary Procedure  Participation  Keeping Discussion on Track  Keeping a Positive Tone 285/292

22.  When to use parliamentary procedure?  When a group’s decisions will be of interest to an external audience.  When haste may obscure critical thinking.  When emotions are likely to be strong.  Order of business  Reading of the minutes  Reports  Unfinished business  New business  Motions: A specific proposal for action introduced when a member of a group wants to deliberate. 285 Parliamentary Procedure

23. There are several ways to improve participation at meetings:  Use of the nominal technique: The method consist of five phases. Each member writes down his or her ideas, which are collected by a discussion leader. All ideas are posted for every member to see. Members discuss the ideas to better understand them, but criticism Is prohibited. Each member privately rank-orders the ideas from most to the least promising. Items that receive the greatest number of vote are discussed critically and thoroughly by the group.  Have members take turns: This approach gives every member a turn to speak. 287 Participation

24.  Use questions: Four types of questions can balance the contribution of members. Overhead questions are directed toward the group as a whole, and anyone is free to answer. Direct questions are aimed at a particular individual, who is addressed by name. Reverse questions occur when a member asks the leader a question and the leader refers t he question back to the person who originally phrased it. Relay questions occur when the leader refers a question asked by one member to the entire group. 288 Participation (continues)

25. Keeping Discussions on Track  Remind the group of time pressures. -Remind everyone about the importance of moving on. But acknowledge the value of the comments being made.  Summarize and redirect the discussion. -when people don’t shut up about the topic after the job is done. You can summarize what has been accomplished and mention the next task. 289

26.  Use Relevancy challenges. -if the discussion wanders from the business at hand. You can question the idea’s relevancy by asking how an apparently off-the-track idea relates.  Promise to deal with good ideas later. -suggest dealing with the idea at the appropriate time.

27. Keeping a positive tone  Ask questions and paraphrase to clarify understanding. -it is often wise to handle apparently bad ideas by asking for some clarification.  Enhance the value of members comments. -acknowledge the good ideas, even the bad ideas by appraising or thanking the people who contribute them. 1. Acknowledge the merits of the idea 2. Explain any concerns you have 3. Improve the usefulness of the idea by building on it or asking others for suggestions  Pay attention to cultural factors 291

28. Concluding the meeting The way a meeting ends can have a strong influence on how members feel about the group and how well they follow up on any decisions that they have been made or instructions that have been given. 292

29. When to close the meeting  When the scheduled closing time has arried -it is often best to close on schedule to prevent members from drifting off to other commitments one by one or losing attention and becoming resentful.  When the group lacks resources to continue if the group lacks the necessary person or facts to continue, adjourn until the resources are available.  When the agenda has been covered -a meeting should obviously adjourn when its business is finished. 292

30. How to conclude a meeting  Signal when time is almost up -A warning allows the group to wrap up business and gives everyone a chance to have a final say.  Summarize the meetings accomplishments and future actions -review what information has been conveyed and what decisions have been made. Also remind members of their responsibilities.  Thank the group -acknowledge the groups good work. And be sure to give credit to any members who deserve special mention. 293

31. Following up the meeting  Build an agenda for the next meeting -address any unfinished business, share any new information, and share progress reports with the group  Follow up on other members -see whether the people who attended are actually following the steps that were outlined.  Take care of your own assignments -do your homework. 294