How to have a Meeting
(Group Norms, Agenda, Minutes)
How to be a
Chairperson
(Adapted from MPS 23, Donald Woods
2003)
What is it?
This unit
covers the topics
As part of
those general areas we will also talk about working in groups and assessment of
performance.
New Concepts
Agenda,
Minutes, Group Norms, Role of Chairperson, Assessment of Performance,
Why Do It?
If you have
attended meetings, you know that most of them are pretty bad. The techniques in this unit can make them
better.
You are
likely to be involved in employee evaluation, certainly as the employee, but
possibly also as a manager. Practicing
performance evaluation should help with that.
How to Do It
Meetings
have two intertwined components, the tasks and the people. We’ll call the task part Meeting Skills and
the people part Group Process.
Meeting Skills
The rules
for a good meeting lead to the important skills.
Rule 1: Don’t have a meeting without good reasons. These reasons become the Agenda
Rule 2: You need a way to stay on track and within the time allotted. The responsible person is the Chairperson
Rule 3: If the topic was worth a meeting, it is worthy of action and worthy
of recording. Record Meeting Minutes with Action Items
Acting as Chairman
(and Participant)
Meetings run better if there is a chairperson. This individual is coordinator, not the
leader of the meeting. The leader, if
there is one, is the person bringing key information or expertise and may vary
with the agenda item. The chair
organizes and supports the process. In
this course, chairperson responsibilities will rotate with each meeting. Review the Chairperson (and Participant) Responsibilities checklist (Page 4)
and use it until it becomes second nature.
The chairperson’s actions will be reviewed by each
individual after each meeting using the Chairperson
and Group Feedback Form (Page 5).
The participants also have responsibilities, which could
include the ones listed on the Chairperson
(and Participant) Responsibilities checklist. The responsibilities should be determined by
the group itself. This is discussed in
the Group Process section under Group Norms.
Making the Agenda
Don’t meet unless you have a compelling reason or
reasons. Those reasons will comprise the
items on the Agenda. This Agenda is
published before the meeting and distributed to the members in a consistent and
timely manner. The Agenda tells the
participants the Who, What, When, Where details of the meeting, tells them how
to prepare for the meeting, tells them the topics to be dealt with, and tells
them likely time frame for each item
An example of the Agenda
Worksheet (Page 6) is attached.
Evaluation of the Agenda is by the instructor using the Agenda and Meeting Minutes Feedback Form
(page 8).
Minutes of the Meeting
Nobody remembers what happened in a meeting two weeks after
it occurred. Many participants
conveniently forget that they were supposed to do something. To solve those problems, there must be a record
of what happened and what tasks each of the participants was supposed to
complete. This is called the Minutes of
the Meeting. Fortunately, we can use the
Agenda form as the basis for the minutes for Meeting Minutes Worksheet (Page 7).
The Action Items
at the end of the form will clearly list the tasks for each person and the due
date for completion of the task.
Progress on the tasks is reviewed in the following meeting.
Someone in the group other than the Chairperson should be
designated the Recorder who is responsible for the minutes. In our case, the chairperson for the next
meeting is the logical victim, since the minutes will form part of the basis
for the next agenda. Evaluation of the
minutes will be done by the instructor using the Agenda and Meeting Minutes Feedback Form (page 8).
As
engineers, we recognize that the work product or task is important, but may not
realize that the group morale is also important. You may get the task done, but if you destroy
the human relationships in the process, the next task won’t go so well. Companies know this, so employee evaluations
generally have categories for how you interact with others (Table 1).
Since you will be evaluated on these factors and likely will have to
evaluate others, we may as well start practicing.
Table
1 Employee Evaluation Topics
|
PERFORMANCE FACTORS |
BEHAVIORAL TRAITS |
SUPERVISORY FACTORS |
|
·
Knowledge, Skills, Abilities ·
Quality of Work ·
Quantity of Work ·
Work Habits ·
Communication |
·
Dependability ·
Cooperation ·
Initiative ·
Adaptability ·
Judgment ·
Attendance ·
Punctuality |
·
Leadership ·
Delegation ·
Planning and Organizing ·
Administration ·
Personnel Management |
As an
engineer, you may have been told you just lack interpersonal skills and can’t learn
them. (Those crazy psychologists will
sometimes compare Asperger Syndrome (a milder form of autism) with “typical
engineer personalities”. http://crazyengineer.net/crazy/crazy_asp.php http://www.wired.com/wired/archive/9.12/aspergers_pr.html. (Just remember, psychologists picked that
field of study to deal with their own problems.)
Interpersonal
skills in group work can be defined as how you behave in the team. Behavior is composed of actions. Actions can be controlled and can be
learned. In this course we want you to
learn some useful actions to make the inevitable group work more
effective.
So, what
are appropriate actions? This depends a
lot on the people in the group, the corporate environment, and the local
culture. Because it is so variable, each
group should define for itself the important acceptable behaviors. This list becomes the Group Norms.
Group Norms
Each group will determine what to expect from each other and
set up their own working rules called group
norms. These norms may address how
decisions are made, how conflicts will be resolved, which people are
responsible for certain task, etc. These
group norms act as the foundations of the group process and are critical to
maintaining a cooperative working relationship.
The first meeting of the group is one to determine these
norms. Possible topics and examples from
other student groups are included in the Group
Norms Section (page 9). Note that
compliance with group norms is evaluated in the Chairperson Feedback Form and in the Individual Contribution to the Team form.
Each group
will evaluate its group processes after each meeting on the attached Chairperson and Group Feedback Form. You will be able to tell if your group is
getting better by looking at the trend of those numbers over the term.
Individuals
can also be evaluated, both for task and morale issues.
Part of your course grade is determined by confidential peer
evaluation using the attached form Individual
Contributions to the Team. (Page 10) which includes categories for Group
Process and Morale, and for Accomplishing Tasks. Your average score from this evaluation
(individual evaluations are confidential) will be compared with your other
group members. If you are a “typical
member” and score close to the group average, you will receive the grade
assigned to the group. If you are
significantly lower or higher than average for your group, your grade will be
higher or lower than the group grade.
What you should Take Away from
Working in Groups
Chairperson (and Particiapant)
Responsibilities
(Adapted
from Woods)
In the Big Picture, the
chairperson’s responsibilities are to:
Chairperson Checklist
Before the meeting
At the meeting
(For those who practice
Machiavellian chairing)
Participant
Responsibilities (subject to group Norms)
Meeting
participants should:
Checklist for Participant
Before the
meeting
At the
Meeting
Attitudes
Chairperson and Group Feedback Form
(adapted from Marlin and Woods,
2003)
(completed
by each student at each meeting and given to the Chair)
Chairperson:______________________
Date: ____________
Evaluator: _______________________
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Task |
Excellent |
Very Good |
Average |
Weak |
Do Over |
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Chairperson |
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Schedule time,
location, notice |
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Agenda
items (proper
topics, order, preparation) |
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Maintained
process (on time,
on task) |
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Maintained
fairness (All heard
and given opportunity to participate) |
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Group |
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Performance
of tasks |
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Overall
morale |
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Written Review of the Chairperson
Please
list two to three items in each category.
These items can and should be drawn
from Chairperson Responsibilities checklist (not extraneous comments like “lose
the shoes, you look like a geek”.)
Plus (Things done well) Delta (Specific improvements)
Note:
Task: Issue defined, explored, alternatives
considered, criteria identified, decisions made, assignments and deadlines
defined
Morale: members listen to others, feel open to make
suggestions, to disagree, and to volunteer for tasks even when they are
disappointed by group decisions
Agenda Worksheet
Adapted from Valiquet (Woods, 2000)
This worksheet shows a
generic format for an agenda. Depending
on the type of meeting you are having, the format may differ. Note that this agenda format exists as a Word Template.
Agenda
Reason for
meeting:
Who: (Stakeholders,
experts, resource providers, decision makers)
(also include roles, chair, recorder)
When: (best
time for critical attendees)
Where: (best
location for critical attendees that has necessary resources, phone, network
connections, overhead projector)
Pre-meeting
Preparation:
(bring copies of __, read ___, prioritize
___, list ___,
Meeting
Objectives: (statement of the specific goals of the meeting,
distribute information, select a best __, establish areas of responsibility for
__)
Agenda
Items:
1.
________ (t min) (Note that the first
item should be review and evaluation of the minutes of the last meeting. The action items should be reviewed to asses
progress on tasks)
2. ________
(List item and allotted time for item)
Decisions: (the printed agenda can include a place for
participants to write down decisions)
Action
Items: (include a place for each person to write
down what they need to do and when they should complete the work
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Person |
Action |
Deadline |
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Meeting Minutes Worksheet
Minutes are developed
directly from the meeting Agenda. Note that
this exists as a Word Template
if you wish to use it.
Meeting Minutes
A meeting of (name of Committee or Group) was held on
(Date) at (Time) in (Location).
Attending were (list of names of those present with
functional role such as chairperson or recorder. Can also include those missing
with reason)
The meeting was held to (list objectives)
Results:
Agenda
item 1:
(Since
this is generally a review of previous minutes, it should include which action items
from previous meeting were and were not accomplished)
Agenda
Item 2:
(State
the major points of discussion and final resolution for each agenda item. May include the names of those presenting
ideas and method of resolution (vote, consensus). Some items may be simply informational and
can be stated as such. Some items may
not be resolved and so actions in lieu of resolution should then be listed (ex.
tabled until next meeting, decision delayed pending information from
accounting).
Action
Items: (The action items from this meeting can be in
the form of a chart or a list.)
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Person |
Action |
Deadline |
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Agenda and Meeting Minutes Feedback Form
(filled out by instructor)
Group:______________________
Date of Meeting: ____________
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Task |
Excellent: Complete, thorough |
Good: small omissions & errors |
Average: Larger omissions & errors |
Weak |
Do Over |
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Agenda |
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List of Who, When, Where |
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Objectives |
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Agenda items |
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Minutes |
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List of Who, When, Where |
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Shows each Agenda item and
what was result |
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Lists resolution of
previous action items |
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Lists each new action
item, responsible person, and due date |
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Distributed in a timely
manner and organized form |
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Written Review of Agenda and Minutes
Plus (Things done well) Delta (Specific improvements)
Many times the task is so compelling
to a group (especially engineers) that little thought is given to the process
of accomplishing a task. If Susan
assumes that all decisions will be by vote and Juan is looking for consensus,
there can be unnecessary conflict. Since
several people are involved, some internal rules can help create a common set
of expectations and reduce surprises.
Possible areas for groups to develop
expectations are shown in Table GN1 (derived from “Problem Based Learning
Resources to gain the most from PBL” Donald Woods 1999).
Table GN1 Possible Issues for Group
Norms
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Topic |
Comments |
Choices (not exclusive) |
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Mechanics |
What are good times, locations, for
meetings? Are attendance and
punctuality important? What is the
expectation if you can’t come or will be late? |
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Developing ideas |
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Group brainstorm? Individual then Group? Assigned to subgroup? |
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Decision Making |
This is a critical area, since much
of what a group does is make decisions, and its usually pretty messy. |
Consensus? Vote? Decision Matrix? Have Bob choose? Many others |
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Group Roles |
You may want roles other that
Chairperson and Recorder |
Assigned roles? Enforcer, checker, encourager etc. Whiner, bully, sleeper, etc. |
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Group Contracts |
You can ask each person to commit a
set amount of time/ effort for the quarter, or define areas of responsibility |
Commit x hours per week? Agree to spearhead writing or
experimental work? Ignore it? |
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Avoiding yes man syndrome |
Sometimes all members share faulty
assumptions or are easily swayed by a strong member. |
Assign one member to develop
opposing arguments. Ask for external review. |
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Agenda time |
What happens when time runs out on
an Agenda item. |
Vote and move on? Schedule another meeting? Take up to twice the assigned time? All nighter! |
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Dealing with Conflict |
Withdraw, accommodate, force,
compromise, problems-solving/negotiate are five methods |
Ignore it If- then-else trees? Ask for outside mediator? |
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Degree of Personal Interaction |
Many people find that interactions
with other humans are better after developing personal knowledge and
understanding. |
All business? Begin with some personal (how’s the
golf game), then do business? Have periodic meetings just to
share feelings and work on interpersonal relationships (not sexual)? |
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Personality types |
Some believe understanding of
others can be gained by knowing team members’ Myers-Briggs type. |
Explore type differences? Just do the work? What’s your sign? |
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Dealing With Nontechnical Problems |
What if one member doesn’t do
assigned work, produces poor work, doesn’t shower, is way bossy? |
Ignore it? Assign a member to “have a chat”
with the person.? Ask for an outside mediator? Get socks and soap? |
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Consequences |
What do you do if someone doesn’t
follow the group norms? |
List of rules and punishments? Record infractions in the minutes? Handle informally and individually? Ignore? |
Enter initials of group members at top of
columns and rate them in each category.
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Category |
Self |
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Group Process and Morale |
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Leadership/Initiative (10) Initiated ideas, directions, inspired
others, volunteered (5) Willing follower, took direction easily,
some volunteering (0) Frustrated the group, blocked progress, no
volunteering |
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Cooperation/Followed Group Norms (10) Always followed group norms (5) Usually followed group norms (0) Rarely followed group norms |
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Attitude/Active Group member in
Morale (10) Positive, encouraging, helped others work
better (5) Neutral, worked well without enthusiasm or
complaint (0) Negative, complained, whined about tasks
and people |
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When Acting as Chair (10) Excellent Schedule, Agenda, Monitoring,
Morale … (5) Adequate Schedule, Agenda, Monitoring,
Morale … (0) Poor Schedule, Agenda, Monitoring, Morale … |
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Effort (10) Worked very hard on assigned and volunteer
tasks (5) Worked reasonably hard (0) Put forth little or no effort |
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Accomplishing Tasks |
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Research (10) Found very useful papers, people, web sites (5) Found moderately useful papers, people, web
sites (0) Gathered little or no useful information |
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Communication – Oral and Written
Reports (10) Organized and/or produced significant parts
of report (5) Contributed a reasonable share to the
reports (0) Did little or no part of reports |
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Individual Assignments (not
Reports) (10) Completed all tasks on time and helped
others (5) Did most tasks, usually on time, some with
help (0) Task left undone, late |
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Technical/Subject Knowledge (10) Very useful grasp of technical side of
project (5) Reasonable understanding of technical
issues (0) Superficial or confused grasp of technical
issues |
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Accuracy, Quality (10) Excellent work product, well polished, no
mistakes (5) Good work that needed some polishing,
correcting (0) Work product not usable as-is, needed major
rework |
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Big Picture |
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Would I work with this person again (10) Absolutely, anytime, sign me up (5) They would be a satisfactory group member (0) I would rather stick a fork in my eye |
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How would removal of this person’s
contribution affect the group’s final product. (10) Major loss: key contributions, large work
volume (5) Proportional loss, fair contribution (0) No change, or actually improved |
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Adapted from
C.M. Crowe and D.R. Woods,
Comments: Add comments here or on back of
sheet.
The group’s
first meeting will have a single Agenda item, to develop group norms. This meeting will have no Action Items. The list of group norms will be shown in the
minutes of the meeting
Learning Objectives:
Who:
This is a group assignment.
One package per group is submitted.
What:
For each of the assigned meetings you will turn in the
following items
·
Agenda
·
Meeting
Minutes
·
Chairperson
and Group Feedback Forms from each person
When:
The package is due within three business days of the date of
the meeting unless otherwise stated.
Evaluation:
The Agenda and Meeting Minutes Evaluation Form will be used
to evaluate the Agenda and Meeting Minutes.
Each of the Chairperson and Group Feedback forms will be
evaluated as follows
Full marks – Sincere and complete with meaningful feedback
Half marks – “Hurry up and get it done” attempt with
marginally useful feedback
No marks – Missing form or minimal effort without useful
feedback