Why have a meeting?
Alternative means of collaboration
What is a successful meeting?
Meeting Preparation
Who?
Where?
Advance Materials
The Agenda Bell
 

Time
Keeping focused
Involving everyone
Listening
Roles must be clearly defined
Facilitator
Recorder
Participant
Concluding the meeting
Followup

Here are some good reasons to have a meeting:
• Share information
• Plan
• Solve problems
• Make decisions
• Analyze what went wrong with old meetings
• Inspire
• Criticize or praise
• Resolve conflict

If you don't really need to have a meeting, try these methods instead:
• Phone calls or voice mail
• E-mail or other electronic media
• Computer conferences
• Bulletin boards
• Memos
• Faxes

In a successful meeting:
1. Objectives are achieved
2. In minimum time
3. Participants are satisfied

Meeting preparation

Who?
• Meetings are expensive - choose attendees carefully
• In a staff meeting, attendees are usually defined by position
• When choosing members of other groups, ask
• What knowledge and skills are needed?
• What does this individual uniquely bring to the meeting?
• Diversity of experiences and points of view can be beneficial
• Inviting guests can provide variety and expertise
• Avoid overly large groups - too many people trying to talk at one time is disruptive

Where?

• Choose a room that:
• fits the group size
• has needed technical support
• has comfortable chairs suitable for the length of the meeting
• is a comfortable temperature, has good lighting
• has means to pin things up, write on board, etc.
• is free from noise and other distractions
• Work sessions need plenty of work surface to comfortably accommodate needed materials
• Arrange seating:
• semicircular for interactive meetings
• circular for meandering, informal discussions
• facing away from the entrance to reduce distractions
Arrive early enough to prepare the meeting space
 
Advance materials
1. Agenda
2. Background material - information, drafts of policies, etc.

Make it clear what participants are expected to do with this material before the meeting (read, think about it, make comments, bring it)
Distribute 2-5 days before the meeting
 
The Agenda Bell Rule of the Agenda Bell: "Items should be considered in order of ascending controversiality and attention then turned to decompression activities." Adapted from the Agenda Bell by John E. Tropman.  

Time

• Time is Money
• Start on time, end on time or early
• Allocate time to agenda items
• Use a timekeeper, but be flexible

Keeping  Focused

• Group agrees on what will be discussed and how
• Adhere to the agenda
• Document ideas visually (board, flip chart)
• Someone must be responsible for open & balanced conversation flow
• Summarize and restate as needed to get back on track
• Use parking lot for unrelated items

Involving Everyone

• Everyone gets a turn
• Encourage the quiet ones
• Stimulate expression of alternate viewpoints
• Protect the value of all ideas
• Everyone practices active listening

Listening

• Listen for total meaning–avoid prejudgment of ideas, opinions, feelings
• Don't interrupt
• Check understanding by paraphrasing what others have said
• Encourage speaker with eye contact, nods, smiles
• Avoid changing the topic prematurely

Roles Must be Clearly Defined

Facilitator
• Is the Traffic Director – guides an open/balanced conversation flow
• Keeps the group on track
• Is neutral – avoids offering own ideas or evaluating ideas of others
• Can offer a menu of possible strategies
• Protects participants from personal attack
• Should not dominate or allow others to dominate

Recorder
• Keeps the group memory
• Records main points of the group–process as well as content
• Stays neutral, capturing ideas, without recording names (ideas are then owned by the group)
• If meeting moves too fast (such as brainstorming) get another recorder to share task
• Prepares summary of meeting (minutes) and/or Group Memo (see Meetings Toolbox)

Participant

• Prepares for the meeting
• Arrives on time and stays until the end
• Stays involved (avoiding side conversations)
• Listens objectively and asks questions
• Contributes ideas, feedback, and to orderly meeting conduct
• Takes organized notes (see Meetings Toolbox for "Personal Meeting Record")
• Carries out agreed upon action
• Backseat Driving:  Participants can aid in refocusing floundering groups (See Toolbox)

Concluding the Meeting

• Summarize the major activities
• Clarify responsibilities and timetable for followup and implementation of actions
• End with a sense of accomplishment – and early if possible

Followup

• Distribute meeting results (minutes and/or group memo)
• Implement decisions
• Follow up on implementation
• Evaluate meeting process – either leader alone or with participant input
• Report results of meeting to appropriate recipients (administrators, library staff, patrons, etc.)
• Plan the next meeting of a continuing group
• Plan a celebration if group is a team that has completed its work