Group norms: refers to the accepted way of behaving in a group.
Work groups establish norms, which govern what is acceptable, and what is not.
Coalitions: People begin to form coalitions in twos or threes in a work shop situation.
A facilitator deals with this by splitting them for the next workshop activity or asking them to sit by people they do not know right at the beginning of the workshop.
Typical roles
Common goals: Work group members need a common goal if they are to work constructively together.
Sunday, 15 April 2012
Group dynamics
Some participants feel the pressure to conform to the group view or particularly, to the views of senior staff
Junior team members may go along with the views of more senior people when in a group situation, while holding radically different views in private.
The following ideas outlined below are useful:
Ensure that people get the chance to introduce themselves at the start
Secret suggestion techniques and secret voting techniques.
Junior team members may go along with the views of more senior people when in a group situation, while holding radically different views in private.
The following ideas outlined below are useful:
Ensure that people get the chance to introduce themselves at the start
Secret suggestion techniques and secret voting techniques.
Saturday, 14 April 2012
Keep the meeting focussed and moving
◦Get information and data from the meeting. Ensure people are heard.
◦Let the people carry the content; you guide the process.
◦Acknowledge and reinforce constructive contributions.
◦Use the agenda to stay on track.
◦Vary the pace: speed up, slow down, take breaks, change tracks.
◦Keep the group aware of where they are in the process.
◦Periodically summarize key points and ask for agreement.
◦Help the group reach consensus and reach conclusions.
◦Let the people carry the content; you guide the process.
◦Acknowledge and reinforce constructive contributions.
◦Use the agenda to stay on track.
◦Vary the pace: speed up, slow down, take breaks, change tracks.
◦Keep the group aware of where they are in the process.
◦Periodically summarize key points and ask for agreement.
◦Help the group reach consensus and reach conclusions.
Friday, 13 April 2012
Conduct The Meeting
◦Take time to tell and hear stories. Be creative in how you share them.
◦Clarify and paraphrase key ideas.
◦Ask for different points of view; protect new ideas.
◦Use brainstorming techniques.
◦Record ideas and notes on a flip chart: ◦Use bright colors and bold shapes.
◦Use pictures, as well as text.
◦Use bullets to emphasize key points.
◦Use no more than 7 words per line and 7 lines per chart.
◦Keep all flip charts posted so that they can easily be referred back to.
◦At the end of the meeting, give them to the note taker so that they can be incorporated into the minutes.
◦Ask open-ended questions to encourage their input.
◦Keep the focus on ideas and objectives, not people.
◦Assign next steps throughout the meeting. Make all next steps specific assignments.
◦Stay focused on the agenda topics. Do wander off topic or become distracted. Agendas are worth taking seriously as long as they do not become personal. . . but do not stifle creativity or insult participants who stray.
◦Clarify and paraphrase key ideas.
◦Ask for different points of view; protect new ideas.
◦Use brainstorming techniques.
◦Record ideas and notes on a flip chart: ◦Use bright colors and bold shapes.
◦Use pictures, as well as text.
◦Use bullets to emphasize key points.
◦Use no more than 7 words per line and 7 lines per chart.
◦Keep all flip charts posted so that they can easily be referred back to.
◦At the end of the meeting, give them to the note taker so that they can be incorporated into the minutes.
◦Ask open-ended questions to encourage their input.
◦Keep the focus on ideas and objectives, not people.
◦Assign next steps throughout the meeting. Make all next steps specific assignments.
◦Stay focused on the agenda topics. Do wander off topic or become distracted. Agendas are worth taking seriously as long as they do not become personal. . . but do not stifle creativity or insult participants who stray.
Prepare For The meeting
◦Define the objectives and desired outcomes. Know what you are trying to achieve by having a meeting.
◦Determine if a different activity or medium could be used besides a meeting. A lot of wasted meetings are called when a couple of phone calls, email, or one-on-ones would have worked better.
◦Determine topics to cover and the best format for the discussion of each one. Know what you want to get accomplished by the end of the meeting.
◦Estimate the length of the meeting. People need to know how much time they need to allocate for the meeting.
◦Create an agenda that is carefully scripted: ◦Give Start and Stop times. Time is money — plan wisely!
◦Identify the place of the meeting.
◦List participants and guests.
◦List what the participants roles are and what is expected from them so they may gather all the relevant data they need to bring to the meeting.
◦Prepare a structured discussion to frame the purpose, topics, and direction of the meeting.
◦Deliver the agenda in advance so that the participants have time to plan and prepare for the meeting.
◦Make every meeting a learning event: incorporate creative and cutting edge education on your particular topic by using books, speakers, or videos. The people attending are giving up their time for you, thus you need to give something back to them.
◦Use a variety of tools and activities to make the meeting productive and fun — get them charged up!
◦Determine if a different activity or medium could be used besides a meeting. A lot of wasted meetings are called when a couple of phone calls, email, or one-on-ones would have worked better.
◦Determine topics to cover and the best format for the discussion of each one. Know what you want to get accomplished by the end of the meeting.
◦Estimate the length of the meeting. People need to know how much time they need to allocate for the meeting.
◦Create an agenda that is carefully scripted: ◦Give Start and Stop times. Time is money — plan wisely!
◦Identify the place of the meeting.
◦List participants and guests.
◦List what the participants roles are and what is expected from them so they may gather all the relevant data they need to bring to the meeting.
◦Prepare a structured discussion to frame the purpose, topics, and direction of the meeting.
◦Deliver the agenda in advance so that the participants have time to plan and prepare for the meeting.
◦Make every meeting a learning event: incorporate creative and cutting edge education on your particular topic by using books, speakers, or videos. The people attending are giving up their time for you, thus you need to give something back to them.
◦Use a variety of tools and activities to make the meeting productive and fun — get them charged up!
Thursday, 12 April 2012
Meeting Venue
Many meetings are relatively informal, held in meeting rooms 'on-site' and do not warrant extensive planning of the venue as such. On the other hand, big important meetings held off-site at unfamiliar venues very definitely require a lot of careful planning of the venue layout and facilities. Plan the venue according to the situation - leave nothing to chance.
Venue choice is critical for certain sensitive meetings, but far less so for routine, in-house gatherings. Whatever, there are certain preparations that are essential, and never leave it all to the hotel conference organiser or your own facilities department unless you trust them implicitly. Other people will do their best but they're not you, and they can't know exactly what you want. You must ensure the room is right - mainly, that it is big enough with all relevant equipment and services. It's too late to start hunting for a 20ft power extension lead five minutes before the meeting starts.
Other aspects that you need to check or even set up personally are:
table and seating layout
top-table (if relevant) position
tables for demonstration items, paperwork, hand-outs, etc
electricity power points and extensions
heating and lighting controls
projection and flip chart equipment positioning and correct operation
whereabouts of toilets and emergency exits - fire drill
confirm reception and catering arrangements
back-up equipment contingency
All of the above can and will go wrong unless you check and confirm - when you book the venue and then again a few days before the meeting.
For a big important meeting, you should also arrive an hour early to check everything is as you want it. Some meetings are difficult enough without having to deal with domestic or logistics emergencies; and remember if anything goes wrong it reflects on you - it's your credibility, reputation and control that's at stake.
Positioning of seating and tables is important, and for certain types of meetings it's crucial. Ensure the layout is appropriate for the occasion:
Formal presentations to large groups - theatre-style - the audience in rows, preferably with tables, facing the chairman.
Medium-sized participative meetings - horse-shoe (U) table layout with the open part of the U facing the chairman's table, or delegates' tables arranged 'cabaret' style.
Small meetings for debate and discussion - board-room style - one rectangular table with chairman at one end.
Relaxed team meetings for planning and creative sessions - lounge style, with easy chairs and coffee tables.
Your own positioning in relation to the group is important. If you are confident and comfortable and your authority is in no doubt you should sit close to the others, and can even sit among people. If you expect challenge or need to control the group strongly set yourself further away and clearly central, behind a top-table at the head of things.
Ensure everyone can see screens and flip charts properly - actually sit in the chairs to check - you'll be surprised how poor the view is from certain positions.
Set up of projectors and screens is important - strive for the perfect rectangular image, as this gives a professional, controlled impression as soon as you start. Experiment with the adjustment of projector and screen until it's how you want it. If you are using LCD projector and overhead projector (a rare beast these days) you may need two screens. A plain white wall is often better than a poor screen.
People from the western world read from left to right, so if you want to present anything in order using different media, set it up so that people can follow it naturally from left to right. For instance show introductory bullet points (say on a flip chart on the left - as the audience sees it) and the detail for each point (say on projector and screen on the right).
Position screens and flip chart where they can be used comfortably without obscuring the view. Ensure the speaker/chairman's position is to the side of the screen, not in front of it obscuring the view.
Ensure any extension leads and wiring is taped to the floor or otherwise safely covered and protected.
Supply additional flip chart easels and paper, or write-on acetates and pens, for syndicate work if applicable. You can also ask people to bring laptops for exercises and presentation to the group assuming you have LCD projector is available and compatible.
In venues that have not been purpose-built for modern presentations, sometimes the lighting is problematical. If there are strong fluorescent lights above the screen that cannot be switched off independently, it is sometimes possible for them to be temporarily disconnected (by removing the starter, which is a small plastic cylinder plugged into the side of the tube holder). In older buildings it sometimes possible to temporarily remove offending light-bulbs if they are spoiling the visual display, but always enlist the help of one of the venue's staff rather than resorting to DIY.
Finally, look after the venue's staff - you need them on your side. Most business users treat hotel and conference staff disdainfully - show them some respect and appreciation and they will be more than helpful.
Venue choice is critical for certain sensitive meetings, but far less so for routine, in-house gatherings. Whatever, there are certain preparations that are essential, and never leave it all to the hotel conference organiser or your own facilities department unless you trust them implicitly. Other people will do their best but they're not you, and they can't know exactly what you want. You must ensure the room is right - mainly, that it is big enough with all relevant equipment and services. It's too late to start hunting for a 20ft power extension lead five minutes before the meeting starts.
Other aspects that you need to check or even set up personally are:
table and seating layout
top-table (if relevant) position
tables for demonstration items, paperwork, hand-outs, etc
electricity power points and extensions
heating and lighting controls
projection and flip chart equipment positioning and correct operation
whereabouts of toilets and emergency exits - fire drill
confirm reception and catering arrangements
back-up equipment contingency
All of the above can and will go wrong unless you check and confirm - when you book the venue and then again a few days before the meeting.
For a big important meeting, you should also arrive an hour early to check everything is as you want it. Some meetings are difficult enough without having to deal with domestic or logistics emergencies; and remember if anything goes wrong it reflects on you - it's your credibility, reputation and control that's at stake.
Positioning of seating and tables is important, and for certain types of meetings it's crucial. Ensure the layout is appropriate for the occasion:
Formal presentations to large groups - theatre-style - the audience in rows, preferably with tables, facing the chairman.
Medium-sized participative meetings - horse-shoe (U) table layout with the open part of the U facing the chairman's table, or delegates' tables arranged 'cabaret' style.
Small meetings for debate and discussion - board-room style - one rectangular table with chairman at one end.
Relaxed team meetings for planning and creative sessions - lounge style, with easy chairs and coffee tables.
Your own positioning in relation to the group is important. If you are confident and comfortable and your authority is in no doubt you should sit close to the others, and can even sit among people. If you expect challenge or need to control the group strongly set yourself further away and clearly central, behind a top-table at the head of things.
Ensure everyone can see screens and flip charts properly - actually sit in the chairs to check - you'll be surprised how poor the view is from certain positions.
Set up of projectors and screens is important - strive for the perfect rectangular image, as this gives a professional, controlled impression as soon as you start. Experiment with the adjustment of projector and screen until it's how you want it. If you are using LCD projector and overhead projector (a rare beast these days) you may need two screens. A plain white wall is often better than a poor screen.
People from the western world read from left to right, so if you want to present anything in order using different media, set it up so that people can follow it naturally from left to right. For instance show introductory bullet points (say on a flip chart on the left - as the audience sees it) and the detail for each point (say on projector and screen on the right).
Position screens and flip chart where they can be used comfortably without obscuring the view. Ensure the speaker/chairman's position is to the side of the screen, not in front of it obscuring the view.
Ensure any extension leads and wiring is taped to the floor or otherwise safely covered and protected.
Supply additional flip chart easels and paper, or write-on acetates and pens, for syndicate work if applicable. You can also ask people to bring laptops for exercises and presentation to the group assuming you have LCD projector is available and compatible.
In venues that have not been purpose-built for modern presentations, sometimes the lighting is problematical. If there are strong fluorescent lights above the screen that cannot be switched off independently, it is sometimes possible for them to be temporarily disconnected (by removing the starter, which is a small plastic cylinder plugged into the side of the tube holder). In older buildings it sometimes possible to temporarily remove offending light-bulbs if they are spoiling the visual display, but always enlist the help of one of the venue's staff rather than resorting to DIY.
Finally, look after the venue's staff - you need them on your side. Most business users treat hotel and conference staff disdainfully - show them some respect and appreciation and they will be more than helpful.
Meeting Outcomes
Decide the type of outcome (i.e., what is the purpose) for each issue, and put this on the agenda alongside the item heading. This is important as people need to know what is expected of them, and each item will be more productive with a clear aim at the outset. Typical types of outcomes are:
Decision
Discussion
Information
Planning (eg workshop session)
Generating ideas
Getting feedback
Finding solutions
Agreeing (targets, budgets, aims, etc)
Policy statement
Team-building/motivation
Guest speaker - information, initiatives, etc.
Decision
Discussion
Information
Planning (eg workshop session)
Generating ideas
Getting feedback
Finding solutions
Agreeing (targets, budgets, aims, etc)
Policy statement
Team-building/motivation
Guest speaker - information, initiatives, etc.
Meeting Priorities
What is the meeting's purpose, or purposes? Always have a clear purpose; otherwise don't have a meeting. Decide the issues for inclusion in the meeting and their relative priority: importance and urgency - they are quite different and need treating in different ways. Important matters do not necessarily need to be resolved quickly. Urgent matters generally do not warrant a lot of discussion. Matters that are both urgent and important are clearly serious priorities that need careful planning and management.
You can avoid the pressure for 'Any Other Business' at the end of the meeting if you circulate a draft agenda in advance of the meeting, and ask for any other items for consideration. ('Any Other Business' often creates a free-for-all session that wastes time, and gives rise to new tricky expectations, which if not managed properly then closes the meeting on a negative note.)
You can avoid the pressure for 'Any Other Business' at the end of the meeting if you circulate a draft agenda in advance of the meeting, and ask for any other items for consideration. ('Any Other Business' often creates a free-for-all session that wastes time, and gives rise to new tricky expectations, which if not managed properly then closes the meeting on a negative note.)
Meetings basic rules
Here is a solid basic structure for most types of meetings. This assumes you have considered properly and decided that the meeting is necessary, and also that you have decided (via consultation with those affected if necessary or helpful) what sort of meeting to hold.
1.plan - use the agenda as a planning tool
2.circulate the meeting agenda in advance
3.run the meeting - keep control, agree outcomes, actions and responsibilities, take notes
4.write and circulate notes - especially actions and accountabilities
5. follow up agreed actions and responsibilities
Meetings come in all shapes and sizes, and for lots of purposes.
Meeting purposes include:
giving information
training
discussion (leading to an objective)
generating ideas
planning
workshops
consulting and getting feedback
finding solutions/solving problems
crisis management
performance reporting/assessment
setting targets and objectives
setting tasks and delegating
making decisions
conveying /clarifying policy issues
team building
motivating
special subjects - guest speakers
inter-departmental - process improvement
The acronym POSTAD TV helps to remember how to plan effective meetings, and particularly how to construct the meeting agenda, and then notify the meeting delegates:
Priorities, Outcomes, Sequence, Timings, Agenda, Date, Time, Venue.
1.plan - use the agenda as a planning tool
2.circulate the meeting agenda in advance
3.run the meeting - keep control, agree outcomes, actions and responsibilities, take notes
4.write and circulate notes - especially actions and accountabilities
5. follow up agreed actions and responsibilities
Meetings come in all shapes and sizes, and for lots of purposes.
Meeting purposes include:
giving information
training
discussion (leading to an objective)
generating ideas
planning
workshops
consulting and getting feedback
finding solutions/solving problems
crisis management
performance reporting/assessment
setting targets and objectives
setting tasks and delegating
making decisions
conveying /clarifying policy issues
team building
motivating
special subjects - guest speakers
inter-departmental - process improvement
The acronym POSTAD TV helps to remember how to plan effective meetings, and particularly how to construct the meeting agenda, and then notify the meeting delegates:
Priorities, Outcomes, Sequence, Timings, Agenda, Date, Time, Venue.
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