Meetings - Vijay Chandhran

Decision Making

The reason for having a meeting, is to make a decision. Information may be given in the form of a presentation and questions or discussions follow, but it is to get a sense of consensus, that the meeting has been arranged in the first place. Achieving this, in the most time and cost-effective manner possible, is a goal that everyone attending must share. The rational decision process, includes the following steps:

 Study / discuss / analyse the situation;
 Define the problem;
 Set an objective;
 State imperatives and desirables;
 Generate alternatives;
 Establish evaluation criteria;
 Choose among alternatives;

One other aspect of decision-making, is the necessity for participants in the meeting, to be aware of one another’s needs & perceptions. If these are not effectively communicated, if there is insufficient degree of understanding of one another’s requirements, then an acceptable conclusion is unlikely to be reached.

Decision making is not always an identifiable activity. Frequently, the discussion can evolve into a consensus, which can be recognised and verbalised by the Leader, without the need to “put things to the Vote”. The part, a Leader plays in formulating a decision, is dealt with in detail.

 Define the objectives and set an agenda and timetable;
 Ensure that each step in the agenda is covered, conclusions reached and recorded, while simultaneously preventing discussion on any single item, from taking so much time, that the remainder needs to be cut short;
 Introduce each item on the agenda briefly and have a list of points for discussions ready;
 Structure contributors, so that no one with something to say is ignored, while simultaneously preventing anyone from dominating the discussion;
 Bring the meeting to order if it drifts;
 Keep control of participants and not let sidebars occur;
 Allow, and even courage, disagreement, but prevent arguments getting heated;
 Contribute to the discussion and keep it moving, by asking probing questions, without allowing his own views to dominate.
 Summarise decisions, ensure that they accurately reflect, what has been said, then have them recorded and minutes circulated by the Secretary;
 Indicate what action is to be taken and by whom;
 Arrange any further meetings, which may be necessary and identify the purpose of them;
 Ensure that participants understand issues and why they are being discussed;
 Clarify complex issues and prevent misunderstandings;
 Not to avoid difficult issues, but make some attempt to resolve them, or establish a means for resolving them, before the next meeting.
 Postpone discussion to another occasion, if there is incomplete information available, to reach a reasonable conclusion.

The participants, in order to make their contributions significant and worthwhile, should:

 Prepare thoroughly, having any facts and supporting data ready and immediately available;
 Make points clearly, succinctly and positively;
 Avoid talking too much or being repetitive;
 Avoid speaking, if they have nothing to say;
 Avoid speaking, if you don’t know what you are talking about, or have not heard enough to formulate a considered opinion;
 Ask questions, rather than make statements, if they are not sure of their ground, or still thinking through their views;
 Fight for their views, but know when to quit;
 Remember that decisions made in committee, can be reversed in general meetings;
 Provide feedback for the Leader;
 Fulfil any agreed actions;

There are certain talks concerning observation, that both the Chairman and the participant will find useful, for understanding the reasons, why a meeting is going the way it is. Look at:

 Who talks to who;
 Who avoids eye contact or doodles;
 Reactions to what you are saying, but also see how various people react, to what others are saying;
 Who waits for whose response, before speaking or expressing an opinion;
 Who looks at who, when speaking to see, what response they are getting;
 Reactions to the Leader or Chairman who might, incidentally, not to be one and the same person;
 Who is the actual Leader of the group and who wants to be Leader of the group.

The Effective Chairman is recognisable by his / her ability to:
Enjoy what he / she is doing;
Guide the group through its discussions, without having a direct influence on its decision;
Use control and discipline to ensure, that the task or agenda are completed efficiently.

An Effective Leader “must be able to analyse each situation, decide what is needed to move forward and take the necessary action to achieve the objective”. He / she must also be able to stimulate discussion, elicit information and opinions and generate an exchange of views, which lead to fair basis for making decision, or reaching a conclusion, satisfactory to all. The Leader must tie things together, perhaps sketching best and worst way scenarios and facilitating decision making, without actually imposing or directing too overtly.

Interaction

Meetings are all about interaction. The subjects discussed so far, all focus on this one theme. The design of the room, the composition of the attendance list, the design of the agenda, are all intended to ensure that there is interaction, between participants. It doesn’t really matter, if you are speaking to people from out front, sitting on a higher seat or stage, having a group discussion with seats arranged in circles, rows or horseshoes. We must determine, the best position in any circumstances, to achieve our aims. Whether standing or sitting, when speaking, with coat off, tie loosened and shirtsleeves rolled up, the point is to get down to business, let people have their say and satisfy the objective set.

Documentation

One of the first tasks of any Chairman is to appoint a Secretary. Everyone present at a meeting and often many, who were not present, need to have written minutes showing:

 Who was in attendance;
 Who should have been in attendance, but had to send apologies;
 What was on the agenda for discussion;
 What was actually discussed and the main points of that discussion; what conclusions were reached;
 What tasks were assigned and to whom;
 The time, date and place of the next meeting;
 The provisional agenda for the next meeting.

Hidden agendas are often brought to meetings, as are preconceptions, prejudices and other excess baggage. It is incumbent on all participants, and especially Leaders, to look for these and respond to them.

Empathising

Briefly, putting yourself in the other guy’s place.

Salesman role play at being Customers.
Managers “buy” and “sell”.

We need to see both sides of each coin, in order to play our own roles properly. Words and actions always come in pairs. We:

 Speak and listen;
 Read and write;
 Can’t have one without the other.

Communication must be two-way transaction.

Leadership styles

 Establish who is in charge;
 Know what you want to accomplish;
 Know what you want the meeting to accomplish;
 Let people know what you expect;
 Find out what others expect the meeting to accomplish;
 Find out what others expect of you;
 Take being a role model seriously;
 Expect others to be self-motivated, but don’t count on it;
 Understand that the quality of your Leadership, is determined by the methods you choose, to motivate others.

Briefly, the style of Leadership, which can be adopted is:

 The dictator dominates and harangues, in order to get group agreement;
 The scoutmaster is more concerned, with involving all participants, than in reaching agreement;
 The abdicator uses all arguments from the participants as an excuse, to support nothing, so that there is never any decision made;
 The persuader talks so much, that no one else can get a work in;
 The collector gathers in others’ suggestions and puts them forward as his own, on another occasion;
 The destroyer has accepted his role reluctantly and does what is expected, with the least possible amount of cooperation and input.

Note taking

As usual, there are pros and cons to this activity. Taking notes, can help you to remember things and make you seem attentive. They can also make you seem, to others, withdrawn. Groups may regard Leaders or Chairman taking notes, as observers rather than participants. We may be concentrating so hard, on what we are writing, that we miss what is being said.

Just remember, you may take notes, for good reason or to give others the impression, that you think they have said something important, which must be immediately written down. They may also be doing the same thing to you. Nothing in a meeting is necessarily straightforward. Be on you toes at all times. Even the simplest activity, can be interpreted in a number of ways.

Confrontational communication

Conflict within a meeting, is not necessarily a bad thing. It stimulates discussion and ensures, that all points are aired. We all know the devil’s advocate technique, where someone deliberately takes a view opposite to the consensus, just to make sure that it is considered. A moderate level of conflict, can have certain constructive consequences:

 Increase motivation and energy to carry out a task;
 Increase innovative thinking, through a greater diversity of viewpoints;
 Increase understanding of a position, on an issue by forcing the advocate of that position, to articulate and support it with fact;
 Increase understanding of opposition positions, on an issue by being forced to listen and then working, to integrate diverse positions to achieve consensus.

Less constructive conflict may occur, when speakers are heckled or people disagree, with a viewpoint on principle, regardless of reason, circumstance, subject or importance.

Group dynamics

Chambers’ Twentieth Century Dictionary defines dynamics as “relating to force… a moving… relating to activity or things in movement…Any driving force instrumental in growth or change (esp social)”.

Collins’ Dictionary defines dynamic as “characterised by force of personality, ambition and energy”.

Group dynamics are the actions and forces that determine, how the group works. When we say that something or someone is dynamic, we generally mean that, they are an instrumental force. When we say that the position is dynamic, we generally mean that it is exciting and changeable.

Overall, though there is a sense of change, movement energy in the connotation of dynamics and when we study group dynamics, we are studying the ways in which groups operate. No handbook on communications can ignore the existence of groups, or group dynamics are more, than it can ignore the fact, that no two situations or individuals are the same and that whenever, two or more people get together, there is going to be dynamic interaction, resulting in a varying degree of effective communication.

MEETINGS
Questions to ask

Who?
When?
Where?
Why?
How?




Why?

 Is a meeting really necessary ?
 Is it going to accomplish something that cannot be accomplished with telephone calls and letters ?
 Is there a good reason for getting people together to discuss the issue ?
 Is it worth their while to attend ?

Valid Reasons for Meetings

 Decision making.
 Communications.
 Negotiations.
 Creativity.
 Team building.
 Consultation.
 Democratic process and visible justice.
 Meetings newcomers.
 Legal or procedural requirements.

Past Precedent is the usual reason for meeting, it is also the worst!

Meetings Require

 Thought.
 Planning.
 Organisation.
 Firmness.

Choosing a Format

 Conferences.
 Workshops.
 Brainstorming.
 Committees.
 Advisory Panels.
 Agenda and Timetable.
 Sufficient notice.
 Timing.
 Style.

Minutes or Action Plan.

Chairman’s Role –1.

 Define Objectives.
 Cover all agenda.
 Watch the time per item.
 Introduce each item.
 List of points for discussion ready.
 Structure contributions.
 Bring meeting to order.


Chairman’s Role –2

 Encourage disagreement, discourage arguments.
 Contribute to the discussion.
 Ensure that actions and decisions recorded.
 Indicate action, by whom, when.
 Arrange further meetings.

Decision Making Steps

 Study, discuss, analyse.
 Define the problem.
 Set an objective.
 State imperatives and desirables.
 Generate alternatives.
 Establish evaluation criteria.
 Evaluate alternatives.
 Decide.

I hope this article will help you in conducting and chairing the Departmental Head’s Meeting in a much better manner so that the desired objectives of having a meeting are achieved.