Michigan State University Extension
Boardsmanship - 12260001
06/05/00
Studies in Group Leadership Look At the Clock Ways to Streamline Meetings
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Extension Bulletin E-1226 February 1987
(Fil. 1)Text in PDF format
Prepared by Maxine Ferris, Professor, Agriculture and
Extension Education: Manager, Agricultural and Natural
Resources Information Services.
No More Captive Audiences
Time is one of the most valuable resources of any meeting.
The uses of time are many, and the benefits from attending
a meeting rather than participating in some other activity
frequently favor the other activity. This puts pressure an
planners to use meeting time well.
As more and more women become multi-role persons
-homemaker/worker, homemaker/student, homemaker/volunteer-
time demands increase. Women may well opt for more limited
or no organizational participation. Women's role changes
also affect men's organizational participation because many
men now assume a larger share of home and family
responsibilities. Many organizations now face a leadership
or participation crunch.
Increases in cultural, educational and recreational
facilities and opportunities also offer strong competition
for "free" hours once spent attending meetings or
participating in organizations.
Organizations can't turn back the clock-they can't count on
having "captive" audiences who come to meetings regularly
because they crave socialization and have few alternatives.
Group leaders must shore up their agendas, streamline their
procedures, and vitalize their meeting formats. If they
don't, they may soon be presiding over empty meeting rooms.
Time is of the Essence
Numerous time-use strategies are available to the person in
charge if he or she is willing to explore and incorporate
appropriate measures.
Often we hear the complaint, "The meeting was too long."
What is the objector really saying?
-"I got tired sitting."
-"The meeting ran too late so I was sleepy."
-"We tried to do too much."
-"It lasted longer than I expected."
-"I needed to be doing other things."
-"It was a very dull meeting."
-"I didn't really have a chance to participate."
Conversely, when we hear, "The meeting was too short"
what conclusions could we draw"
-"We tried to do too much."
-"The time went fast because it was a good meeting."
-"I enjoy working with these people"
-"I wanted more information."
-"The ideas were new and exciting to me."
Planning Produces Payoffs
In planning meetings, leaders need to consider: What is
to be accomplished? What is the fatigue level of the
participants? What procedures will best facilitate the
meeting?
Ill-conceived, vague notions of what is to be accomplished
usually lead to drawn-out meetings. When the leader has not
set priorities or identified the purpose of the meeting,
the meeting rambles because it lacks focus. Too often
planning for a meeting is done at the last minute or by
someone other than the person who will preside. Poor
orientation of participants concerning meeting goals also
contributes to long, drawn-out meetings.
A well developed agenda is the first step in the right
direction. In some situations, it can be helpful to
publicize the agenda in advance so participants can prepare
to discuss certain issues and pace themselves during the
meetings.
For instance, a board of directors may find it useful to
provide advance notice of topics to be discussed and
actions to be taken. Board members can collect and consider
supporting materials in advance. Larger groups, however, or
those less involved in decision making may not want to
bother with materials in advance.
The wise leader knows the group and uses common sense in
the advance distribution of materials. Distributing
materials at the door may be more reasonable. In either
case, avoid information overload.
Tailor Meetings to Meet Needs
How long should a meeting be? The general saturation point
seems to occur between 2 and 2 1/2 hours, but there are
exceptions. The time of day and the room temperature are
factors to consider. Meetings that run late into the night
frequently produce decisions that stem not from consensus
but from exhaustion. Aware groups may put a curfew on
decision making.
The following questions suggest approaches to better
arrangement of time:
1. Do we begin at the scheduled hour?
Begin your meeting on time! Many groups waste up to 45
minutes waiting for members to gather. This is costly. To
change this pattern, notify everyone that the next meeting
will begin promptly. Plan something special as the initial
agenda item and stay on schedule. Members who feel they
have "missed out" will try to be more punctual next time.
Stabilize the practice by always starting on time
thereafter. Make it stick!
2. Is our starting time appropriate? Evaluate your
starting time. If the majority feels it is too early, set
it at a more convenient hour. Or consider beginning 30
minutes earlier.
3. Are we using breaks to the best advantage?
Think about your break times and social hours. Some groups
could well dispense with introductory social time. In such
cases, coffee, milk, water, and/or soft drinks might be
made available throughout the session on a help-yourself
basis. Or a 10 to 15 minute break might be more helpful or
refreshing after the group has been deliberating an hour.
Realize, however, that your organization may need informal
social time. It's up to you to determine when and how much.
Social tame helps members get acquainted, make informal
committee exchanges and neutralize conflicts.
4. Are we using written reports?
Committee reports are often routine. Oral reports are
usually longer than necessary and give too much
information. Try distributing one-page written reports at
the start of the meeting. Committees should, of course,
report orally on proposals that require group action.
Distribution of minutes and calling for approval of minutes
"as distributed" also saves time. Few people really listen
to the reading of minutes-and minutes are seldom read well.
Yet many groups continue this activity. The opportunity to
make additions or corrections should not undermine
deliberations. Democratic process is not obstructed.
A similar procedure may be followed with the treasurer's
report. Allow for questions and explanation. however, and
provide ample time once or twice a year for in-depth
discussion of budgetary matters. A regular audit is a
"must".
5. Are we giving committees enough responsibility?
Smaller groups can do certain tasks more efficiently than
the membership at large. Research, procedural guidelines,
constitutional revisions and project recommendations might
better be hammered out in committee prior to group
consideration. Delegating responsibility can save time, but
adequate controls must be spelled out for committees. What
are the bounds of their authority? What constraints of
time, money and pronouncements are imposed?
Many people prefer working in smaller groups and experience
greater rewards for such participation. Thus, the committee
or taskforce approach to organizational work may induce
more involvement.
6. How can we control time?
A written agenda may not be a strong enough reminder to
keep moving. Indicating on the agenda how much time you'll
spend on each item or scheduling parts of the agenda for
specific times may control those who talk too much. Include
adjournment time in the plan. Be realistic in preparing an
agenda. Your goal should be to follow the time plan but not
be straitjacketed by it. Use a timer, bell, or other
physical reminder. Solution-minded groups can gain much
from this time-setting approach.
7. More, or less, parliamentary procedure?
There are no strict rules for using parliamentary
procedure. No one can deny its worth in managing large
groups or those with serious conflicts. However, smaller
groups and those dealing with non-controversial subjects
tend to use more of it than is warranted-they take too many
votes, use needless verbiage and let procedural exchanges
slow the conduct of business.
Allowing discussants to speak without "going through the
chair" reduces a lot of redundancy. Too many presiders
feel obliged to respond to every comment. It is necessary,
however, to know what motions, if any, are required by the
bylaws. When this is indicated, the group should abide by
the spelled-out procedures or amend the bylaws.
Although parliamentary procedures are not difficult to
master, many people feel uncomfortable with them, largely
because correct wordings, etc., are easily forgotten.
Certain groups thrive on ritual. For them parliamentary
procedure is a "must." Time and efficiency are not germane
because conducting the meeting is an end in itself.
8. Should we meet more frequently?
Some groups find it easier and more productive to hold two
meetings instead of one. Their rationale is that fatigue
mars the quality of decision making. If you have two
meetings, one can focus on business matters and the other
on in-depth discussion of issues underlying policy
decisions. Where meeting double-up is not feasible, groups
can use every other or every third meeting for study and
in-depth discussion, or set aside a half-hour of each
meeting for a topical discussion that is not necessarily
related to any particular motion but may greatly influence
the overall task orientation of the group.
Use Common Sense
Wise leaders manage time to best fit their needs. Common
sense dictates that you do not introduce too many
procedural changes at the same time, but on occasion.
sweeping changes can be effective. Know your group, and act
accordingly.
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