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