THE BASIC MEETING PROCESS
Meetings of all types, whether for teams, task
forces, or committees operate on two dimensions.
The first dimension is the TASK dimension. The
task dimension focuses on "what" is achieved. It centers on using accurate
information to reach a correct decision. It is concerned with the logical output, or
product, of the meeting. Task-oriented participants ask: "Did we achieve our
objectives?"
The second dimension is the GROUP PROCESS
dimension. We'll refer to this simply as "PROCESS." The process dimension
focuses on "how" members of the group work together to get the meeting objective
accomplished. It centers on the methods the group employs to solicit information from
members, discuss it, and maintain good working relationships in the process.
Process-oriented participants ask: "Did we work well together?"
A group may function well on one dimension, but
not another. Meeting productivity results from a group working well on both dimensions.
A group concerned only with its task can achieve
results, but leave many hurt feelings behind. A sound business decision may be made, but
it may lack support from those who participated. One meeting may be a "success,"
but future meetings may not. The group puts itself at risk because people do not want to
belong to it.
A group concerned only with its process of
working together may feel very friendly with each other, but get little done. Feelings are
preserved at the expense of getting to the real facts and making a sound business
decision. The group puts its continued existence at risk because it is not productive.
A successful solution requires the best in terms
of both task "correctness" and member "buy in." Compromises which
reduce either reduce the overall probability the solution will succeed.
It's no surprise, that managing meetings for
effective results is tricky business. Everyone present at the meeting has an influence on
what happens -- whether they say anything or not! One person can sabotage a meeting, but
it takes everyone to make it succeed. Good leadership helps create the conditions for
success, but good participation is required from everyone before success happens.
TYPES OF MEETINGS AND MEETING ITEMS
Meetings are called to achieve many different
purposes. A meeting may have only one purpose, or it may cover many items -- each with a
different purpose. It helps to know the purpose for each agenda item. Different types of
items are handled in different ways. When a type "A" item is handled like a type
"B" item, the result can be trouble. Let's see why.
First, we'll identify the major types of items
most groups handle.
: Information passing
: Information gathering
: Planning and organizing
: Problem solving
: Decision making
Information passing.
Information passing items are ones where the
leader, or an invited guest, gives information to the group. The purpose is to
explain and clarify information the group needs to know. The role of group members is to
be sure they understand by asking questions and taking notes if necessary.
Information gathering.
Information gathering items are ones where the
leader, or an invited guest, is seeking information from the group. The purpose is
to understand facts and/or feelings the group has so that whoever is making a decision can
do so with a better picture of what is involved. The role of group members is to provide
information in a courteous fashion and to suggest other useful sources of information.
Planning and organizing.
Planning and organizing items are ones where
group members decide a course of action they will use to get something done. The group may
be given just the result and be free to determine the plans to get there. In other cases,
the group is also given instructions on methods to use to accomplish the result.
Planning and organizing items usually involve
selecting ways to do things, setting a timetable, assigning responsibilities, and making
certain who will communicate with whom as things progress. The role of the group is to
complete a workable plan of action and make sure the right people with the right skills
are assigned to it. They must also see that it is properly tracked and that key people are
kept informed.
Problem solving.
Problem solving items present the group with a
situation where a problem exists and the cause is not known. The group's task is to
determine the most likely cause of the problem. The group may determine the cause and
stop, or it may continue into the decision making mode (described next). The role of the
group is to define the problem -- what it is/is not, when it occurs, where it occurs, who
is affected or involved. The group also identifies possible causes and narrows these to
the one or two most probable causes. The group collects data to help it and/or calls in
outside resources to assist. Problem solving may take more than one meeting to complete.
Decision making.
Decision making items require the group to:
a) set a goal, or
b) determine a course of action, or
c) to select from several alternatives already
available.
The group's task is to make a clear choice and
establish a firm commitment to carry out the decision. The role of the group is to
assemble necessary information, generate workable alternatives, logically evaluate the
merits of each, and to select the one which makes the best contribution to the
organization as a whole. Decision making often follows problem solving as the group
decides what action will best solve a problem.
When groups participate in decision making, they
assume the responsibility to make a sound business decision, acting not in their
individual self interests, but for the good of the organization. They also accept the
accountability to answer for their choice and to accept the consequences it brings. Groups
who do not accept responsibility and accountability cannot participate in decision making.
What happens when groups get mixed up and try to
handle one type of item with the approach for another type of item? Frustration! One of
the most common mix ups is to use a decision making approach on information passing or
gathering items. The group does not have permission or expertise to resolve the issue and
gets frustrated because it can't. Treating the issue properly saves time and reduces
frustration. Groups must realize they do not decide the limits of their involvement --
that is set outside the group.
When planning your next meeting, try these
techniques by posting the agenda on a flip chart and writing beside each item the type of
item it is (e.g., information gathering). Explain the various types of items and the role
of the group for each one. Ask the group for feedback at the end of the meeting about the
helpfulness of this approach.
