Manage meetings
BSBADM502 Manage meetings
Session 2
Conduct meetings
Purpose of this presentation
At the end of this session, you should know how to:
- chair meetings in accordance with requirements
- conduct effective meetings
- facilitate meetings that enable participation, discussion, problem-solving and
resolution of issues - prepare your minute taker.
Chairing meetings
When chairing meetings you are responsible for conducting the meeting in accordance with:
organisational requirements
agreed conventions (common rules)
legal and ethical requirements
1. Organisational requirements
Meeting agenda must be documented for all meetings.
Meeting minutes must be captured for all meetings.
Meetings must start and finish on time.
All meetings must have a designated chairperson.
Participants must arrive on time.
Mobile phones must be switched off.
2. Conventions (common rule)
Examples:
Chairperson has casting vote
Majority of members to agree for all decisions
Discussions are restricted to agenda items only
All discussion to be directed through the chairperson
Quorum
Time limit on speakers
Voting procedures
3. Legal and ethical requirements
- Legal requirements include:
- legislation relating to companies or associations
- Example: workplace legislation, such as anti-discrimination, equal opportunity, anti-harassment, WHS/OHS, etc.
- Ethical requirements include:
- ensuring the minutes are a true and accurate reflection of what occurred during the meeting
- conducting discussions openly and honestly
- maintaining confidentiality where required.
Conducting meeting
Conduct effective meetings involves the following:
1) Meeting set-up
You should check the following:
- there are no noise problems
- the furniture is arranged appropriately
- there are enough seats
- equipment is working and ready
- you have enough copies of the agenda
- any other specific requirements have been correctly arranged
2) Open the meeting
- Step 1 - Making introductions:
- Welcome participants and thank them for attending.
- Introduce yourself if everyone does not know you.
- Introduce any new participants.
- Advise participants of any apologies.
- Step 2 – Start:
- State the purpose of the meeting.
- Read through the agenda.
- Ask participants for any urgent items that need to be added to the agenda.
3) Controlling the meeting
To effectively control meetings you should:
- introduce each agenda item and provide a brief explanation why it is being discussed
- ensure everyone gets an opportunity to contribute to the discussion
- take time out to clarify any issues that appear to be causing confusion
- summarise the discussion at the end of each agenda item
- keep an eye on time and finish discussions when time limits have been reached.
Source: Dobson, A., 1996, Managing meetings, How To Books Ltd, Plymouth, pp. 99.
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4) Summarise discussions
ensure that all participants are kept fully informed.
provide valuable information for your minute-taker to record in the meeting minutes.
to effectively summarise you should:
allow time for everyone to express their opinion
Summarise the arguments for and against
To effectively summarise discussions you should:
- allow time for everyone to express their opinion
- summarise the arguments for and against
- facilitate agreement on outcome or conclusion.
Source: Dobson, A., 1996, Managing meetings, How To Books Ltd, Plymouth, pp. 100.
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5) Achieve meeting goals
The aim of your meeting is to cover all agenda items within the allocated timeframe,
and make decisions or agree upon actions where required
Facilitating outcomes
An effective meeting is a meeting that achieves its purpose within the designated timeframe.
As a chairperson, you are responsible for facilitating:
participation and discussion
resolution of issues
decision-making
1) Participation and discussion
Effectively facilitating participation and discussion involves the following:
facilitating rather than dominating
stimulating discussion
encouraging healthy debate
avoiding problems and conflicts.
Source: Munter, M, and Netzley, M., 2002, Guide to meetings, Prentice Hall, New Jersey.
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2) Using Problem-solving techniques to resolve issues
the 5 Whys
cause and effect diagrams
SWOT analysis
PMI – Plus/Minus/Interesting
The 5-Whys
- The 5 Whys is a method used to explore the cause/effect relationships, continuously ask ‘why’ questions until the root cause of problem becomes apparent.
- Problem: I recently come to the class late.
- Why? – I wake up late. (first why)
- Why? – My alarm clock doesn’t ring . (second why)
- Why? – It has stopped working. (third why)
- Why? – The battery is dead. (fourth why)
- Why? – I haven’t bought new one to change. (fifth why, a root cause)
- Solution: I will go shopping and buy a new battery!!!
- It helps to quickly determine the root cause of a problem
- It is easy to learn and apply
Cause and effect diagram (Fishbone diagram)
Process of root cause analysis:
- Stage 1: Identify the problem
- Stage 2: Work out the major factors involved
- Stage 3: Identify possible causes
- Stage 4: Analyse your diagram
SWOT analysis
| Strengths: What advantages does the idea have? What does the idea do well What flexibility does it have? | Weaknesses: What can’t it do? What are the weak point? What problems might there be with it? |
| Opportunities: What is the potential? What could it be adapted for? | Threats: What obstacles do you face? What is your competition doing? Are the required specifications for your job, products or services changing? Is changing technology a threat? |
PMI- Plus/Minus/Interesting
- Plus
- The good things about an idea
- Why you like it
- What are the benefits of it
- Minus
- The bad things about an idea
- Why you don’t like it
- What are the potential problems of it
- Interesting
- What you find interesting about an idea
- What are the future implications(effects) of the idea
- What does it tell us about the possible outcome
Example: windows should be made of transparent plastic
- Plus
- They wouldn’t break easily
- Not be dangerous when broken
- Easier to transport
- Minus
- More expensive
- Easily scratched
- Melted easily
- Interesting
- Available in any colour
- Glass is the best option we used to make it
- Anti scratch coating???
3) Decision-making
A successful meeting involves the chairperson facilitating decision-making among participants
A meeting that does not result in a conclusion is a waste of everyone’s time
The primary goal of a meeting is that the required decision are made and an outcome is reached
Six thinking hats
Edward De Bono’s decision-making tool.
Each hat represents a different way of thinking
You can analyse a problem or concept from several different angles
It’s other benefit is that it is not personal. It lets everyone express even their negative thoughts without fear of being seen as negative
The Six Thinking Hats
| The white hat calls for information known or needed. 'just the facts‘ What information do I need? How will I find it? |
| The yellow hat symbolises brightness and optimism. Under this hat you explore the positives ,value and benefit. What are the values and benefits of this idea? |
| The black hat is seen as a negative, the difficulties and dangers; where things might go wrong. What are the key issues associated with...? Do you have any concerns regarding the…? What do we need to be careful of? |
| The green hat focuses on creativity: the possibilities, alternatives, and new ideas. What creative ideas do you have? How can we overcome the issues identified under the black hat? |
| The blue hat is management hat. As the chairperson of meeting, you may spend most of your time ‘blue hat’ mind frame. What do you now need to do to implement …? How will you go about achieving this? |
| The red hat signifies feelings. When using this hat you can express emotions and feelings and share fears, likes, dislikes, loves, and hates. How do you feel about it? |
Meeting minutes
Meeting minutes document what happens during a meeting
They document agreed actions and outcomes
They provide a record of the meeting, which may be required for legislative purposes
They provide information and direction to participants for later reference
They are useful for whom missed meeting
Recording meeting minutes
To ensure you effectively capture and record the minutes of meetings you should:
- identify any organisational requirements and conventions for recording and storing meeting minutes
- provide minute templates to the minute-taker where possible
- provide the minute-taker with some information regarding the purpose and expected outcomes
- provide the minute-taker with a list of the attendees and their roles.
Meeting minutes tips
- Follow the structure of the agenda
- Keep the language clear and simple
- Use bullet points where possible
- Take minutes at the same time
- Only record things which people need to know
- Include columns for who is responsible and a date when things are to happen
- The chairperson should confirm with the minute-taker in summary after to ensure accuracy