meetings and group discussions

8/2/2019 Meetings and Group Discussions

1/33

An ineffective meetingbrings together a group of

the unfit, appointed by theunwilling to do the

unnecessary!


2/33

Meetings and Group Discussions


3/33

Topics to be discussed:

When to hold a meeting Kinds of Group events Working with Groups-Size &

Tasks Creating Agenda and Minutes

Planning Meetings Routine Decision Making

Meetings Leading a group meeting Structure a meeting Conducting a meeting Tension and conflict Group-think Rules and Norms of Group


4/33

Moose CorporationConcerned about the rise in productioncosts and competitor activitiesPDM, Participative Decision MakingSent a memo to all employees to participatein an all-day retreat at Homestead Resort 20

miles awayNo specific proposals were expected butjust share inputEntire company was shut down on Fridayand all 126 employees were invited

Formed random 12 member buzz groups

No one including Matt could describe whatwas accomplished!


5/33

When to hold a Meeting and whennot to!

Dont overuse Meetings Never let meetings be a substitute for action Count the Cost

Average Salary of an Executive=Rs.300,000Per hour Salary = Rs.1250

A FOUR hour meeting can cost Rs.5000 in DirectLabor Cost


6/33

Kinds of Group Events Routine Meeting Participative Management Meeting

Project Group Meeting

Conference


7/33

Working with Groups-Group size

Advantages of a Large Group

More variety of skills and abilities

Greater help available in

accomplishing tasksOpportunity to meet people and

interact

Opportunity for individualanonymity


8/33

Working with Groups-Group size

Disadvantages of Large GroupsSub-groups

Unequal participation

Lesser time to participate

Domination by talkative few

Greater demand on the leader

Greater trouble in achieving

consensus


9/33

Working with Groups-Group Tasks

1. Additive Greater output=Effective

groups performance

2. Disjunctive Productivity depends on

competent member

3. Conjunctive Output depends on each

member


10/33

Creating an Agenda

A good meeting agenda will serveas a guide to participants, makingthe meeting more efficient and

productive. Every meeting need to have one, if

possible to be provided in advance

Determine who should receive a

copy, information and participation Prioritize items on the agenda


11/33

Agenda Template

Header may include: Organization Name Group Meeting Agenda Location

Date Starting and Ending Time

Body may include: Welcome/Introductions/Warm-up Activity Approve/adopt previous Meeting Minutes

Announcements Time and agenda of next Meeting


12/33

How to Record Minutes of Meeting

Meeting minutes are a record of what happenedat a meeting.

Are not only for participants but also futurereference

Take note of participants

Use agenda as a outline

Take down any motions or decisions during the

meeting Use bullets

Make note of decisions left for futute meeting


13/33

Minutes of Meeting Template

Name of Organization Board Meeting Minutes: Month Day, Year

Time and location

Present & Absent Participants, Name board members in attendance

Proceedings: Meeting called to order at (time) by (person, usually chair) Minutes from (prior meeting date) amended and approved. Subcommittee Reports (highlights of information presented and

discussions had) Any action taken. For instance, MOTION to (do action); seconded and

passed. Meeting adjourned at (time)

Future Business: conversations that were tabled until next time, possible agendas for upcoming meetings, assignments that board members have taken on


14/33


15/33

PLANNING MEETINGS

RULES FOR SETTING GROUP MEETINGS

1. TIME

Give advance notice of the agenda, so thatparticipants can bring with them what theyneed for the meeting.

Schedule meetings at the best time.

Start and end the meetings on time.

Regulate participation.

2. FIND OUT ABOUT GROUP TRADITION

Ask from individuals , Tell me how meetings aredone here.

Is there anything I ought to do or not to do?


16/33

Individuals should include your superiors, a peer inanother branch of your organization who reports to yoursuperior, or even your boss secretary

3. DIFFERENT MEETINGS REQUIREDIFFERENT PLANNING

You need to know the type of meeting before

setting it up.

If its informational meeting , your purpose is to inform.

If its problem solving/ decision making meeting,you need to involve the group for consensus.

You need to know the tradition of your organization.

You should do preliminary research and be sureyou really do need a meeting.


17/33

ROUTINE DECISION- MAKING MEETINGS

Important steps should be kept in mind:

1. IDENTIFY, DEFINE & DELIMIT THE PROBLEM

State the problem clearly.

Make sure that participants fully understand the

problem.

Ask questions like, To what extent is there a problem?

For whom does the problem exist?

Will the problem resolve itself by time?

What is giving rise to the problem?

What are the effects of the problem on those involved?


18/33

2. SET CRITERIA TO TEST SOLUTIONS

Ask some general questions to yourself:

Is there really a problem?

Will the solution proposed resolve all the aspects?

Is the solution capable of being implemented?

Will the solution create new, more serious problems?

3. SEEK ALTERNATIVES TO TEST

Dont stick to one or two solutions.

Go for different ideas as possible for solutions.

But before testing the solutions make judgments aboutthe quality of the ideas and practicality.


19/33

4. DEVELOP A SOLUTION TO IMPLEMENT

To implement solution group needs to have a

consensus.

If all the former steps are taken, group will notfind it difficult to agree upon some set of points.

If the group does not agree upon a final decision,

it takes a vote.

Voting is not a good situation , its a sign of thegroups not having spent enough time generating ideas.

It is the duty of the group leader to help group to achieve

consensus.


20/33

EXAMPLES

1.IDENTIFY, DEFINE & DELIMIT THE PROBLEM

PROBLEM STATEMENT

There has been a 5 percent increase in crime in our Hillside Office Complex. Therewere three burglaries, and one case of vandalism in the past three months.

A. Given this statement of problem, do we all understand what was said to be the

nature Of the problem? Yes we agree.

B. Do we understand all the terminology related to the questions?

What is meant by burglary?The breaking and entering of a premises and taking of other peoples property.

C. What kind of decision is expected of our group? Discussion & understandingof the problem? Presentation of alternative solutions? A decision?

Discussion of the problem and presentation of a plan for implementation.


21/33

2. ESTABLISH CRITERIA TO TEST SOLUTIONS

A. What criteria we should set?

We cannot break any existing company policy. We cannot spend over $ 5000, amount allocated to this project. The plan we develop should be one that can be used in other facilities we own.

B. Are some criteria more important to us than others? Can the criteria be rank-ordered in terms of importance?

Yes. We must treat all occupants equally. We cannot go over the $ 5000 allocated.Company policy might be changed, but only when absolutely necessary.

3. SEEK ALTERNATIVES TO TEST

A. What available alternatives might meet the causes of this problem and alleviatethe harm?

Install an emergency alert system tied to security. Increase outside lighting Replace locks on doors with double-bolt locks.


22/33

4. DEVELOP A SOLUTION TO IMPLEMENT

A. Which solution or what combination of solutions seems most likely to counterthe causes of the problem?

Better locks would help keep criminals out.

A private professional security service would provide more reliable nightprotection.

Increased outside lighting would certainly discourage crime.


23/33

LEADING THE GROUP MEETING

Some language and strategies that are useful are as follows:

Keep the group goal oriented

Introducing new agenda items.

Encourage members to participate.

Regulating member participation.

Summarizing and encouraging group process.


24/33

HOW DO YOU STRUCTURE THE MEETING?

1. DISCOVER THE PROBLEMS

2. GATHER THE RELEVANT DATA

3. DISCOVER WHY THERE IS A PROBLEM

4. BRAINSTORM FOR SOLUTIONS

5. MAKE THE DECISION


25/33

CONDUCTING A MEETING

1. Start and end meetings on time.

2. Have an open agenda on the chalkboard orflip chart.

3. If an item isnt on the open agenda,

reschedule it for discussion at a later

time.

4. Give each item on the agenda a time limit.

5. After all agenda items have been discussed,address the delayed items and estimatehow long it will take to discuss them.


26/33

CONDUCTING A MEETING (continued)

6. Any delayed item should be the first item onthe next open agenda.

7. Summarize and record action items before

adjourning the meeting. Identify who isresponsi.ble for which action


27/33

TENSION AND CONFLICT

Accept the fact that conflict is going tohappen

Deal with one issue at a time

Choose the right time for the conflict

Avoid reacting to unintentionalremarks

Avoid resolutions that come too soonor too easily


28/33

TENSION AND CONFLICT (continued)

Avoid name calling and threateningbehavior

Agree to disagree

Don't insist on being right


29/33

GROUP-THINK

Using a policy-forming group

which reports to the larger group

Having leaders remain impartial

Using different policy groups for

different tasks

Dividing into groups and thendiscuss differences

Group-think occurs when a group makes faulty decisions because grouppressures lead to a deterioration of mental efficiency, reality testing,and moral judgment. Groups affected by groupthink ignorealternatives and tend to take irrational actions that dehumanize othergroups.


30/33

GROUP-THINK (continued)

Discussing within sub-groupsand then report back

Using outside experts

Using a Devil's advocate toquestion all the group's ideas

Holding a "second-chance

meeting" to offer one lastopportunity to choose anothercourse of action


31/33

RULES AND NORMS OF A GROUP

Treat each other with dignity andrespect.

Transparency

Be genuine with each other

Trust each other

Share the complete information

Listen first to understand


32/33

Practice being open-minded

Dont be defensive

Have a clean slate process

Support each other

Avoid territoriality

Practice and experience humility

Be accountable and responsible tothe team

RULES AND NORMS OF A GROUP (continued)


33/33

RECAP

When to hold a meeting

Kinds of Group events

Working with Groups-Size & Tasks

Creating Agenda and Minutes

Planning Meetings Routine Decision Making Meetings

Leading a group meeting

Structure a meeting

Conducting a meeting

Tension and conflict Group-think

Rules and Norms of Group

meetings and group discussions

Documents