Making Meetings More Effective - Vanderbilt University · Web viewPerforms introductions (which can take many forms—the simplest is “go around the room and each person tell us

Making MeetingsMaking Meetings More EffectiveMore Effective

Table of ContentsTable of Contents

Program GoalsPurpose...........................................................................................2Program Objectives.........................................................................2Personal Goals................................................................................2

General PrinciplesA Successful Meeting......................................................................3Three Stages of a Meeting..............................................................4

Meeting PreparationPlanning a Meeting: The 5 W’s........................................................5Cost of a Meeting............................................................................7The Meeting Agenda.......................................................................8Tips for Determining Agenda Times................................................9The Sample Agenda........................................................................10Essential Roles for Effective Meetings............................................11Tips on Recording the Meeting.......................................................12Meeting Checklist............................................................................14Seating Arrangements....................................................................15

Conducting the MeetingOpening the Meeting......................................................................18Group Norms...................................................................................19Stages of Group Development........................................................21Group Process Tools........................................................................23Group Management Techniques.....................................................28Individual Behavior in Meetings: Personality Styles........................29

Closing the Meeting.................................................................32

Special MeetingsLast-Minute Meetings......................................................................33One-on-One Meetings.....................................................................33Typical Staff Meetings.....................................................................34

If You Want to Learn More.......................................................35

Vanderbilt University Human Resources – Organizational Effectiveness Team - 1

Program PurposeProgram Purpose

To provide tools, techniques and skills to help groups conduct effective meetings.

Program ObjectivesProgram Objectives

In this workshop, you will learn how to:

Prepare for the meeting Create an agenda Determine participants Prepare the meeting place

Conduct a successful meeting Manage group dynamics Incorporate five group process tools

Close a meeting

Apply general meeting principles to special situations

Personal GoalsPersonal Goals

I would like to increase my knowledge or improve my skills in the following ways:



A Successful MeetingA Successful Meeting

Characteristics of a successful meeting:

The group is in agreement at the beginning of the meeting about what it wants to accomplish.

The right people are present and prepared to participate.

Group members take responsibility for their collective effectiveness.

Discussion stays focused on what the group wants to accomplish.

Group members feel encouraged to speak openly.

Disagreements are brought out into the open and handled constructively.

Issues that come up are addressed (either resolved or assigned), and decisions and action items are recorded for later referral.

The meeting begins and ends on time.

Participants are physically comfortable.


The Three Stages of a MeetingThe Three Stages of a Meeting

Content Open IssuesPeople Manage the Group Action ItemsMaterial Close Next StepsFacility


PREPARE CONDUCT FOLLOW UP

Planning a Meeting: The 5 W’sPlanning a Meeting: The 5 W’s

Why will we meet? Is there a need?

What will we do?

Objective of meeting and desired outcomes Agenda

When will we meet?

Date Time Duration

Who will attend?

Staff Presenters Participants Observers Others

Where will we meet?

What kind of room set-up will we need? How many people will attend?


WHYList reasons why you hold meetings

List alternatives to holding meetings


WHYCost of a MeetingCost of a Meeting

Hourly rate of all participants and presenters: $_____________

Rental fees for facilities and equipment: $_____________

Travel expenses (if any): $_____________

Material and supply expenses: $_____________

Special accommodations, such as refreshments: $_____________

My preparation time: $_____________

Other: $_____________

Estimated Cost for Meeting: $______________


WHATWHAT WHENThe Meeting AgendaThe Meeting Agenda

Include on your agenda:

◊ Title of meeting

◊ Date, time and location of meeting

◊ Name of attendees

◊ Expected outcomes – By the end of the meeting, what will we have accomplished? (decided/planned/assigned, etc.)

◊ Discussion points for the meeting

◊ Name of the participant responsible for each discussion point

◊ Time limit for each discussion point

◊ Closing activities o Questions/answerso Action items/next stepso Meeting evaluation)


Tips for Determining Agenda TimesTips for Determining Agenda Times

It is difficult to define a hard and fast rule for determining how long each agenda topic should take. Experience with the group and/or with the subject matter will help you develop a feel for how much time to allow for a particular topic. However, the following guidelines can help with that decision.

Conditions that will add to the time required

Conditions that will shorten the time required

Larger number of people in the meeting

Smaller number of people in the meeting

High level of emotion about the topic Low level of emotion about the topicTopic has immediate, direct impact on members of the group

Topic has little direct impact on group members, or the time impact is far in the future

Many different opinions expected A small number of opinions on the topic

Strongly opposing viewpoints on the topic

Opposing viewpoints are not strongly held

Complex or highly technical topic Simple, less technical topicNew topic for the group – first time discussed

Familiar topic to the group—has been discussed before

Decision-making topics Updates and FYI itemsConsensus decision-making Voting or leader makes the decisionGroup is in the “bid for power” stage Group is in the “polite” or

“constructive” stageFactions exist within the group Group is fairly cohesivePeople in the meeting are largely detail-oriented

People in the meeting tend to focus more on the big picture

“Hidden agendas” about the topic exist

Thoughts and feelings about the topic are out in the open

Meeting preparation and management principles are not followed consistently

Meeting preparation and management principles are followed fairly well

Other rules of thumb:

1. Schedule blocks of time in even 5-minute increments.2. Blocks of time in 15, 20 or 30 minute increments are easier to

comprehend. Smaller increments become difficult to monitor, and larger increments make it harder to tell when you are running out of


time until it is too late to do anything about it. (Exception: A facilitator’s agenda may have a more detailed breakdown to help them know constantly how the time is running.)

3. It helps to include on the agenda the amount of time for a topic, as well as the start and stop clock times. This becomes useful when the meeting starts running ahead or behind the original agenda times.

4. Schedule breaks about every 60 to 90 minutes at logical stopping points in the discussion. Allow 10 to 20 minutes for breaks.


Sample AgendaSample Agenda

Participants

Expected Outcomes

- - -

Agenda

What How Who TimeOpening

- Welcome- Expected outcomes and agenda- Roles / ground rules

ReviewBrainstorm

Agree

Facilitator

First Topic-

Second Topic-

Third Topic-

Closing- Next steps / action items- Questions/answers- Evaluate meeting

Next meeting- Purpose- Date, time, place-


Meeting TitleDate, Time and Location


WHOEssential Roles for Effective MeetingsEssential Roles for Effective Meetings

Facilitator- Responsible for creating an agenda- Opens and closes the meeting- Keeps the group on task- Manages group participation

Recorder- Keeps a written record of the meeting (see

checklist on next page)

Discussion leaders- Responsible for leading the discussion for a

particular agenda item related to their role as subject-matter experts

Participant- Prepares for the meeting- Keeps an open mind during the meeting- Speaks up and states concerns and questions for

clarification- Actively listens- Seeks solutions and makes commitments as

appropriate

Observer/Coach


- Provides feedback on effectiveness of the meeting and gives tips for ways to improve


Tips on Recording the MeetingTips on Recording the Meeting

You must understand the technical language of the group to sufficiently record what is important.

Listen for key words.

Try to capture the basic ideas, the essence.

Don’t write down every word.

Write legibly to facilitate typing.

Don’t be afraid to misspell (it can be corrected later).

Abbreviate words.

Circle key ideas, statements or decisions.

Vary colors: use different color pens to highlight and divide ideas.

Number all sheets.

Attach an agenda to the minutes.


Recording Minutes and Action ItemsRecording Minutes and Action Items

Meeting Date: ___ / ___ / ___ Time: ___ : ___ am pm

Attendees: Scarlet Jones Mildred Peacock George PlumJames Mustard Lily White Phillip Green

Topic 1:Decisions

Action ItemsDescription Responsible

personDue Comments

Topic 2:Decisions

Action ItemsDescription Responsible

personDue Comments



Meeting ChecklistMeeting Checklist

Item Responsible person StatusRoom Setup

Establish seating arrangementCheck room cleanlinessArrange room for meeting sizeCheck room temperatureCheck computer, DVD, PowerPoint, other A/VLightingFlipcharts, stand (if needed)

MaterialsFlipchart markersWhite board markersPrepared flipchartsPrepared PowerPoint presentationCopies of agendaName tentsPost-it notesTapeHandoutsPresentation materials


WHERE

Seating ArrangementsSeating Arrangements

Use for:

Use for:


Circle Style__________________

Visual display

Leader

Theater Style__________________

Visual display

Refreshments


Use for:

Use for:


U-Shape Style

Classroom Style________________

Visual display

Visual displayleader

refreshments

Facilitator


Use for:


Pod Style________________

Visual display

Leader

Opening the MeetingOpening the Meeting

Two things should be accomplished during the opening of the meeting:

Set the proper tone for the participants to feel comfortable participating.

Get the group on the same page regarding the meeting and what is expected from them.

During the opening, the group:

- Reviews the material that was created during the preparation stage and was sent out to participants ahead of time:

o Expected Outcomes*o Agenda*o Roles*

- Agrees to or modifies this prepared material

- Learns about housekeeping issues and the facility (restrooms, phones, safety, etc.)

- Performs introductions (which can take many forms—the simplest is “go around the room and each person tell us your name and department”)

- Agrees on ground rules / group norms*

*Post these items on the wall throughout the meeting to help focus and manage the group.


Group NormsGroup Norms

Guidelines for developing group norms:

Two typical ways to develop group norms:

1. The list is prepared ahead of time, and then at the beginning of the meeting, the group is given the opportunity to make changes.

2. The group develops the list from scratch.

Each group member needs to be able to commit to follow the agreed-upon norms. If someone has concerns with any of the norms, the group needs to work through the concerns.

The list should be fairly brief, just covering the main behaviors that the group feels are important to emphasize (or which may have been a problem in the past).

The group norms will differ from one meeting to the next, depending on the group members, topics and environment.

Simple, commonly expected behaviors (such as “no foul language”) do not need to be in the list unless there is reason to think they will be violated.


Group norms are guidelines that tell members what kinds of behavior are expected and not expected of them. Each group member will usually have different expectations coming into the meeting. When norms are left unspoken, conflict may result when people unintentionally violate each other’s expectations of them. So, to reduce these problems, it helps to have the group explicitly agree to a set of group norms at the beginning of the meeting.


Group NormsGroup Norms

A checklist of frequently used group norms

Use active listening skills

Respect others’ right to their opinions

Keep discussion relevant to the outcomes

Maintain confidentiality – what’s said in the room stays in the room

Share experiences

Balance participation (strive to keep yourself and others equally involved)

Be creative, look for ideas outside the box

Look for the assumptions behind the statements

Ask questions, challenge

One conversation at a time

Start/stop meeting and breaks on time

Personal breaks OK any time

Personal breaks OK in emergency only

Pagers and phones off (or set to silent)


Stages of Group Development: Cog’s Stages of Group Development: Cog’s LadderLadder

5 Esprit de corps

4 Constructive

3 Bid for power

2 Why are we here?

1 Polite

Polite stage:

Getting to know each other Excited and optimistic Polite, helpful, non-confrontational

Why are we here stage:

Questions arise: What is the group supposed to accomplish? How will we accomplish it? Why am I here?


Groups typically progress through five stages of development on their way to performing together effectively. One model for describing this progression is called Cog’s Ladder.

What is my role?


Stages of Group Development: Cog’s Stages of Group Development: Cog’s LadderLadder

Bid for power stage:

Group roles emerge Pecking order develops Cliques and subgroups form alliance Differences of opinion arise Disagreements are voiced openly

Constructive stage:

Group becomes more focused on its common purpose than on individual differences

Apologies may be offered for actions during the bid for power stage Criticism is targeted at the problem, not the people

Esprit de corps stage:Many groups may never reach the esprit stage.

Real group synergy takes place People build on each other’s ideas; the result is hard to attach to any

one individual’s contribution High interdependence Shared esteem

The group may move back to an earlier stage when:

membership changestopics change

a new day begins



Conducting the Meeting: Group Process Conducting the Meeting: Group Process ToolsTools

Brainstorming

Purpose:

To generate as many ideas as possible in a short period of time To pool the group members’ creative energy

Process:

1. State the topic of the brainstorm, using terms that are general enough to avoid limiting the responses too much.

2. Group members call out ideas as they think of them.

3. Ideas are written down on a flipchart or posted on sticky notes so that all group members can see them.

No evaluation or discussion of the ideas is allowed at this point, in order to keep the creative flow going.

Do not stop the brainstorming too quickly. When the group seems to have run out of ideas but are not told to quit, they frequently begin to take a new, extremely creative direction.



Storyboarding

Purpose:

To generate ideas To organize the ideas into useful categories To allow two different thought processes to work:

1. To develop details from the big picture2. To define the big picture based on details

Process:

1. Perform the brainstorming process as above. Write the answers on sticky notes and post them where the group can see them.

2. When the brainstorming piece is done, organize the sticky notes into related groups. Create titles for the groups. Some discussion may be required along with some trial and error to determine which groups make the most sense.

3. After the sticky notes are organized, another brainstorming pass can be made, only this time brainstorm for more ideas under each category.



Dot Voting

Purpose:

To get a quick idea of which alternatives have the most group support. Allows a large list of alternatives to be shortened for more in-depth

discussion. Allows some degree of anonymity.

Process:

1. A list of alternatives is presented (which may be the result of an earlier brainstorming session).

2. Group members are each given the same number of sticky dots.

3. Group members vote on their favorite alternatives by placing dots next to the alternative posted on the wall. They may use all of their dots on one alternative, or divide them among several.

4. When all group members have voted this way, look at the ones with the highest number of total dots. This is just an initial picture of the highest alternatives.

5. The group can add or subtract ideas from the “high dot” list, to make sure that a good idea does not accidentally get lost due to voting anomalies.



Six Thinking Hats

Purpose:

To allow the thinker to do one thing at a time, separating logic from emotion and creativity from information.

To allow individuals to analyze a problem from the same perspective using parallel thinking.

What are the Six Thinking Hats?

White: Information and Objectivity Red: Emotion Black: Caution Yellow: Positive Judgment Green: Creativity Blue: Process Control

Process:

1. All members of the group adopt the same thinking process and analyze the problem from that perspective.

2. No disagreements are allowed, although the facilitator may ask group members to make sure they stay in the current thinking process.

3. Time is limited in each thinking process to allow everyone to participate but not debate.

For more information on this process, read Six Thinking Hats by Edward de Bono or attend the Six Thinking Hats workshop offered through the

Organizational Effectiveness Team.


Conducting the Meeting: Group ProcessConducting the Meeting: Group Process ToolsTools

Consensus Decision Making

Purpose:

To make decisions that will receive stronger support after the decision is made and stand a better chance of being implemented smoothly.

To allow group members to gain an in-depth understanding of the issue as they discuss it.

What does “consensus” mean?

All group members can commit to support the decision. Not all group members have to 100% agree with the decision. Note: Consensus takes more time and requires stronger skills in

exploring differences of opinion than other decision-making methods.

Process:

1. Make sure that the group understands what is being recommended. Clarify all terms and underlying assumptions.

2. Each group member signifies their initial reaction to the recommendation:

GO: I am at least 70% comfortable with the decision and will 100% support it.

NOT SURE: I am not sure and have the following specific questions that I need to have answered in order to make my decision: ___________________________.

STOP: I cannot support the decision at this time, and here is why:___________________________.


3. For NOT SURE and STOP responses, the group will explore the questions and concerns, then check for group reaction again.


Conducting the Meeting: Group Conducting the Meeting: Group Management TechniquesManagement Techniques

The facilitator is mostly responsible for process, and the group is mostly responsible for content—but both share both responsibilities.

Manage timing

Enforce starting and ending on time (also can be a cultural thing)

Have contingency plans ready to shorten or lengthen timing

Take things offline as appropriate

Know when to take something offline (Is the discussion taking them toward their expected outcomes? Do the expected outcomes need to change, or does the issue need to go offline?)

Use the agenda and expected outcomes on the wall to visually keep the group on track

Group memory: If it’s not on the wall, it was never said.

Record side issues and off-topic comments so that the person can see it up there and move past the need to discuss it.

Use the group norms to stay productive—consider what type of discussion you want when developing the norms.

The power of “noticing out loud”

Be aware of Cog’s Ladder, and bring it up if needed.

Bring out the quiet people: “Would you like to expand on that last point?” “What would you like to add?” “How do you feel about what’s been said so far?”

Ask open-ended questions to open the group up and closed-ended questions to shut things down.


Individual Behavior in Meetings: Individual Behavior in Meetings: Personality StylesPersonality Styles

Extroverted IntrovertedEnergized by external world of people, events and things

Like to think out loud—will express thoughts that are in their formative stages (the speaker may or may not be committed to the idea)

Like to bounce ideas off other people

Energized by internal world of thoughts and ideas

Need time to think before speaking—words that come out are further along in the thought process

Prefer to process information internally

Sensing IntuitiveTrust what is tangible and concrete

Need to see the details in order to get a complete view of the situation

Feel that the “big picture” doesn’t provide much useful information

See distinctions, how things are different

Like working with theory and abstract thoughts

Need to have the context that is provided by looking at the “big picture”

Don’t want to get bogged down in details

See relationships, how things are similar

Objective SubjectiveFocus on objective criteria for making decisions

Concerned about the impact on the business

Tend to not take things personally

Put themselves into the situation when making decisions

Concerned about “impact on people”

Tend to take things personally

Structured FlexibleLike to organize and have things be organized

Prefer to be flexible and go with the flow


Like structureFeel locked in by structure


Individual Behavior in Meetings: Individual Behavior in Meetings: Personality StylesPersonality Styles

With your group, answer the following questions about the personality types assigned to you, and be prepared to share your answers with the class.

Type: __________________ / ___________________

How is each perspective useful in a meeting?

How might each type be more of a challenge in a meeting?



Individual Behavior in Meetings: Dealing Individual Behavior in Meetings: Dealing with Dysfunctional Behaviorwith Dysfunctional Behavior

Discussion Notes:


Closing the MeetingClosing the Meeting

People appreciate meetings that end on time, but no meeting should adjourn without:

Tying up any loose endsSometimes it is impossible to cover every item on the agenda. However, avoid hasty decisions that you may regret later. Instead, table unresolved issues until the next meeting—or for another forum (remember to ask if a meeting is necessary).

Follow-up assignmentsTo help guarantee that action is taken on decisions, it is important to know:WHO is responsible for carrying out the decision.WHAT is to be done.HOW the action is to be carried out.WHEN the work should be completed.

A summary of decisionsTo help refresh the memories of group members, a quick recap of decisions made and actions to be taken can be helpful. This review can also help prevent confusion later.

Planning the next meetingTo get a head start on the next meeting, plan now.Set the date.Select the place.Develop a preliminary agenda.

Evaluating the meetingIf the meeting is a recurring, frequent meeting, there may not be an evaluation every meeting. But periodic evaluations of the group process will be beneficial.

After the meeting ends, plans must be put into action.

Review minutes or memos of the meeting, if they are available.


Complete any assignments you’ve been given. Unless you take your responsibility seriously, the time everyone has invested may be wasted.

Ask questions about anything in the memos or minutes that confuses you. Seek help if you don’t understand your assignment.


Special Situations: Last Minute MeetingsSpecial Situations: Last Minute Meetings

Do the preparation activities as a group at the beginning of the meeting (agenda, expected outcomes, group norms, name the roles, set up the room).

Postpone the meeting if you can’t have an effective meeting (when you don’t have the people or information that you need, or when you can’t agree on what to do).

Special Situations: One-on-One MeetingsSpecial Situations: One-on-One Meetings

How much “meeting management” you decide to do in a given one-on-one meeting depends on the topic, your relationship to the other person, etc. At a minimum, it helps to:

Take a minute at the beginning of the discussion to clarify how much time you have available and what you want to accomplish.

Record decisions and assign action items, and determine how action items and issues that come up will be resolved.


Special Situations: Typical Staff MeetingsSpecial Situations: Typical Staff Meetings

Many of the activities we have covered will be used in a staff meeting. For example:

Developing the agenda before the meeting

Identifying and preparing participants

Preparing the meeting room and facilities

Filling the roles of facilitator. Some teams rotate these roles every meeting, some keep a person in the role longer.

Facilitating the discussion

Recording and following up on decisions, action items and issues

Some of the activities mentioned are not necessary to do in every meeting. Instead, take some time to define them initially, then revisit them periodically. For example:

Overall purpose and expected outcomes of the meeting

Group norms

Introductions

Meeting evaluation

Each item on the staff meeting agenda can be treated like a mini-meeting:

Define the expected outcomes (why are we talking about this topic and what do we want to accomplish—make a decision, get input, inform each other, etc.)

Determine the time allowed

Identify the discussion leader for the item


If You Want to Learn MoreIf You Want to Learn More

Books

Doyle, Michael and David Straus. How to Make Meetings Work. New York: Jove Books, 1976.

Higgins, James M. 101 Creative Problem Solving Techniques: The Handbook of New Ideas for Business. Winter Park, Fla.: New Management Publishing, 1994.

Scholtes, Peter R. The Team Handbook: How to Use Teams to Improve Quality. Madison, Wis.: Joiner Associates, 1988.

Schwarz, Roger M. The Skilled Facilitator: Practical Wisdom for Developing Effective Groups. San Francisco: Jossey-Bass, 1994.

Workshops from Human Resourceshttp://hr.vanderbilt.edu/training

Conflict: Moving from Misunderstanding to ResolutionDealing with Difficult PeopleManaging Conflict for LeadersSix Thinking HatsMyers-Briggs Type Indicator

Consulting

Call Human Resources Organizational Effectiveness Team at 322-8320 for details.


Documents

Making Meetings More Effective - Vanderbilt University · Web viewPerforms introductions (which can take many forms—the simplest is “go around the room and each person tell us