CHAIRING SKILLS

Why do we have Meetings?

Why have meetings?

• Make policy• Take decisions• Agree priorities • Ensure probity• Co-ordinate• Build morale• Engage people• Framework for risk• Consult

• Influence• challenge• Review performance• Solve problems• Exchange information• Update• Express grievances• Explore issues

Effective Meetings

Using your experience of meetings, discuss what factors, behaviour and attitudes make meetings:

(a) Effective?

(b) Ineffective?

Planning for Meetings• Define objective• Scope of discussion?• Information needs of Members• Members’ experience• What questions might be asked?• Controversial?• Conclusions and follow-up• Time limits?

Read papers and annotate

I = Point of interest

II = Point of importance

III = Point of vital importance

X = I disagree with this!

/ = I agree with this

? = I don’t understand this/have doubts

Planning an informal meeting

• Objective

• Date/time/length

• Who should attend? Do they have commitment; time; diversity of view; open-mind?

• Agenda

• Accommodation

• Support

• Evaluation

Running the Meeting

Three key elements:

• Structure

• How the meeting runs

• How Members interact

Structure

• Develop agenda

• State the objectives

• Develop ground rules

• Assign roles

• Use techniques

• Manage time

How the meeting runs

• Arrive early

• Welcome everyone, including the public

• Remind members of protocols/groundrules

• Initiate discussion

• Listen

• Keep members to the topic

• Reject irrelevancies

• Draw out information

• Compare and contrast differing views

• Clarify misunderstandings

• Preserve order

• Correct mistakes and rule on disputed matters

• Summarise views and conclusions

• Test agreement

• Draw up an action plan

How Members Interact

• Provide a role model

• Encourage participation

• Monitor participation

• Encourage supportive behaviour

• Encourage differing views and confronting

• Help resolve conflict

• Explore feelings and reactions

• Promote ownership of decisions

• Encourage feedback

The Problems with Meetings

• Procedural Difficulties

• Confusion over what has been decided

• Avoidance of decisions

• Meetings wander from the point

• Hidden agendas

• No opportunity to participate

• Meetings last too long

Problems

• Too many meetings

• Too much paperwork or information

• Poor preparation by members

Problems with Meetings

• Disruptive Behaviour

Handling conflict

• What causes conflict?

How can we handle conflict?

Handling conflict

• Clarify objectives

• Promote understanding

• Focus on the rational

• Generate alternatives

• Defer the issue

• Use humour

Handling conflict

• Involve everyone

• Allow time to think

• Take a break

• Refer to sub-committee

• Allow strong feelings to be expressed

• Protect from early closure

Ground Rules for Informal Meetings

• Start and end on time

• Chair is empowered to enforce ground rules

• Respect confidentiality

• Everyone is encouraged to participate

• No-one dominates

• Be courteous

• Don’t interrupt

• Respect the ideas of others

• Everyone has something of value to offer

• Be sensitive to others and their feelings

• Build on ideas

• Challenge the idea not the person

• Remain open-minded and non-judgmental

• Complaints are ok when they come packaged with a solution

• Compromise where necessary

Stimulating discussion

• Encourage by questions

• Invite to contribute

• Seek ideas, opinions and feelings

• Seek clarification

• Seek examples

• Explore ideas

• Test for support

Stimulating discussion

• Suggest a procedure

• Question assumptions

• Confront differing views/opinions

• Be supportive

• Share your feelings

• Reflect what you think someone is feeling

• Paraphrase what others appear to be saying

How groups behave

• Forming

• Storming

• Norming

• Performing