Expected Learning Outcomes
The purpose of this session is to present a set of skills that will make you more effective in one
of the most common of all business activities – the meeting.
By the end of this lesson, you should be able to:
• define the basic purposes for a meeting.
• identify the elements of a meeting: purpose, agenda, ground rules, decision making,
and roles.
• define the common methods of decision making: majority, unanimity, consensus, and
deferral.
• distinguish between different meeting roles: facilitator, scribe, timekeeper, proctor, and
devil’s advocate.
• apply the LAWS model for participative listening.
• analyze the meeting behavior styles.
Before You Begin
PREPARE
• The lecture by Dr. Kiely and the program stories explore the problems and pitfalls that
surround business meetings, and present practical strategies for you to use in leading
or attending meetings effectively.
• Before you watch the program, think about some of the meetings you’ve attended.
How efficiently did they accomplish their goals? Was the purpose clear? Was
anybody’s time wasted? How did the personalities of the participants affect the
proceedings?
• Do you enjoy or avoid meetings? Why?
Also, read your assignment in your textbook, Lehman & Dufrene,
Communication
Himstreet & Baty’s Business. See your syllabus for details.WATCH
While viewing “Meetings”:
• Observe the different behavioral styles that come across in the meeting vignettes.
Think about which traits facilitate communication and which hinder it.
• Watch how people interact, and look for instances of what Dr. Kiely calls “participative
listening.”
• Pay particular attention to any signs of disagreement among participants; try to
identify the elements of
• Make a mental note of the ground rules Dr. Kiely introduces. Think about how and
why they increase a meeting’s effectiveness.
collaborative disagreement.APPLY
After you watch the program, APPLY what you have learned:
• Think again about the meetings you’ve attended. With your new understanding of
meeting behavior, decide which were the most effective. Which were the least
effective?
• In the successful meetings, how many of Dr. Kiely’s rules and tools were
incorporated? Which rules and tools were most helpful? Analyze the roles of the
participants. Who were the tellers, the sellers, the dwellers, the compellers?
• In the least successful meetings, what could have improved the proceedings? Pick
four elements that Dr. Kiely introduced that would have made a difference. Again,
analyze the roles of the participants. Who were the tellers, the sellers, the dwellers,
the compellers?
Program Summary
One result of the growing trend toward a team-based business environment has been an
increase in the number of meetings that people attend. It’s been estimated that some workers
spend up to two-thirds of their time in meetings – and few have acquired the skills and
knowledge to participate effectively. “Good meeting -management skills” require as much training
and preparation as any other aspect of business.
Setting up a Meeting
Every meeting, like every speech, has to have a
know exactly what the purpose is when you schedule the meeting. Dr. Kiely recommends
sending out a preliminary
taking place.
The basic goal or purpose of a meeting falls into one of four categories: to
purpose, and it’s important to let everyoneagenda to let everyone know when, where, and why the meeting isinform people, toanalyze
solution or course of action.
a problem, to generate options about possible solutions or activities, or to decide on aMeeting-Management Skills
Whether leading or attending a meeting, every businessperson needs to be trained in what Dr.
Kiely calls meeting management behavior and techniques of
Knowing how to disagree is the only way to ensure that ideas are freely generated, but it’s a
difficult skill to master. “People don’t disagree with one another,” she says, “because we basically
believe that if I disagree with you, it means I can’t like you. But in meetings, for us to come up
with the best possible answers, we need to learn how to disagree.”
Her techniques for disagreeing
“Listening is the most important meeting management skill. It’s how we glean information from
other people.” Dr. Kiely emphasizes that listening requires not just our ears, but also our eyes,
our intuition, and our feelings. Listening
questions, but requests for more information, further explanation, or clarification. “When you’re
listening actively,” she says, “you’re not just parroting back what people are saying. You’re
questioning and participating in their content.”
collaborative disagreement.collaboratively require first of all that we learn how to listen:actively means asking questions, not confrontationalParticipative Listening: LAWS
The key to listening participatively is to take other people’s ideas and add on to them. Dr. Kiely
clarifies this approach with the LAWS Model:
•
•
•
•
According to this model, when someone presents an idea, the first step in responding is to
describe what you
LikeAdd onWorriesSo, what next?Like about it. Then, after acknowledging the idea, the second step is to Addon what you think could take it to the next level. Next, you introduce your concerns, reservations
or
you connect to the idea before you disagree with it; you build a bridge to the other person before
saying what you don’t like. “It’s a nice model for acknowledging that we heard what they said in
the first place, and are actually trying their idea on for size before we decide not to buy it.”
Worries. And finally, you decide So, where do we go from here? In this way, says Dr. Kiely,The Meeting Process
After deciding on the purpose of the meeting, the next important step is negotiating the process.
This is a matter of setting the ground rules and deciding how decisions will be made. Without
agreeing on this crucial issue, there’s no way to arrive at a resolution. As Dr. Kiely points out,
this is particularly important with an ongoing team, as a means of fostering dialogue and
preserving relationships.
Decision Making
There are several different ways to arrive at a decision. Whichever method is chosen, it must be
determined before deliberations begin. The most common decision-making models used in
business are as follows:
•
nice default position.” A majority vote can lead to a decision when nothing else
can, but it also carries the potential for a dissatisfied minority.
•
Although it is ideal to have everyone agree, Dr. Kiely says, “I think it’s nearly
impossible to reach a unanimous decision in business. And I suspect if you
come up with a unanimous decision, you ought to be very worried about
whether or not you’re taking people to the wrong place, perhaps Abilene.”
•
not all members agree on a particular course of action.
•
expert in the field or an authority in the company, such as a supervisor, business
manager, or department chief. This is most useful when a decision must be
made, there is no general agreement, and the expert or authority has the
responsibility to augment the decision.
Majority vote: the standard democratic process, which Dr. Kiely refers to as “aUnanimity: a unified decision for or against something, without dissent.Consensus: an agreement by everyone in a group to move forward, whether orDeferral: a model in which a decision is deferred (or referred) to either anGround Rules
The most effective way to avoid the barriers and pitfalls that can plague a meeting is to
anticipate problems in advance, and lay down a set of procedures to keep the meeting flowing
smoothly. “Once we figure out what the barriers are,” Dr. Kiely points out, “they
ground rules.”
One common problem, for example, is too much discussion – what Dr. Kiely calls “talking
something to death.” She recommends setting a ground rule that determines when the group
will stop talking and move on to the next item on the agenda.
Some other suggested ground rules:
• No interruptions; let everyone state his or her opinion during the discussion period.
• All the participants must show up on time, or the meeting will start without them.
• Avoid loaded language, accusations, and personal attacks.
For every ground rule, there must be a consequence to back it up. Many businesses, for
example, have a system in which fines are contributed into a “kitty,” with the money being used
to buy coffee and donuts for the next meeting. In her lecture, Dr. Kiely presents a number of
innovative examples for establishing and enforcing ground rules. “This is where it starts to get
fun,” she says. “Here’s where we start to build the culture of a group that can be more effective
and collaborative.”
become ourRoles
There are certain tasks or roles that must be performed at every meeting:
The
is one role that should be rotated. “That way, everybody gets to learn how to run a meeting, how
to control the process, and it takes the onus off just one person always having to create the
leadership role.” Rotating the role also allows the person who usually takes the lead to sit back
and participate, and lets others develop their leadership skills.
The
These notes should document not only decisions that are made but also objections that are
raised and ideas that are tabled or rejected. The most important requirement for this task is a
person’s ability to pay close attention to what is being said, rather than becoming involved in the
discussion. It is best to rotate this role as well.
The
discussed, and lets people know when it’s time to make a decision or table an item and proceed
on to something else. Again, be sure to rotate this role.
The
enforced: “The one who walks around with the kitty and says, ‘You broke a rule, put a dollar in,’”
explains Dr. Kiely. “It’s also a role you need to rotate, because if you put the same person in that
role over and over, they can start becoming an enemy.”
The
issue. “This is the person whose sole purpose is to sit in that meeting and find everything wrong
with everything that they can,” says Dr. Kiely. “Their job is to look at what can’t be done, why we
can’t do it, and what’s wrong with the idea.” This is a critical and underappreciated role in
business meetings, and it’s essential to rotate it so no one gets stuck in a negative position all
facilitator leads the meeting, and makes sure people follow the agenda. Dr. Kiely feels thisscribe takes notes, or minutes, of the meeting in order to create a permanent record.timekeeper keeps the meeting on schedule, makes sure that all items on the agenda areproctor is, in effect, the meeting’s cop, the person who makes sure ground rules aredevil’s advocate is there to make sure participants look at all possible angles of everythe time. Even a person whose personality seems suited to the role should be “let off the hook
to be more of a team player once in a while.” Rotating the role also gives people who tend to go
along with everything a chance to look at an issue more critically and be more assertive.
Behavioral Styles
People often assume certain predictable characteristics and behaviors when they get together in
a meeting. This holds true whether the people know each other well or are convening for the
first time. These behavioral styles affect the group’s dynamics and play a key role in how a
group accomplishes its goals.
Dr. Kiely calls the four behavioral types
contrasting styles fills a valuable function in the course of a meeting.
tellers, sellers, dwellers, and compellers. Each of theTellers
the answers; they tell you what they are. They expect you to accept them and move on.” Tellers
are driven by time constraints, goals, objectives, and results; they are not much concerned with
process.
are results-oriented people with strong egos and a penchant for leadership. “They haveSellers
buying into the process.
use persuasion to influence others. They are driven not so much by results as by peopleDwellers
whether or not we’re getting along. They don’t like confrontation very much, and if it gets a little
heated, these folks step in and try to smooth things out.” They are team-oriented people who
avoid taking risks. “Whereas the tellers are the ones who tell everybody what to do, and the
sellers convince everybody it’s a good idea,” explains Dr. Kiely, “it’s usually the dwellers who do
what the team comes up with.”
are concerned primarily with accomplishing tasks harmoniously. “They care aboutCompellers
to the tiny details and to achieving perfection. They’re always asking, ‘Is it right?’ Do we know
everything we need to know?’” These people are quiet and like to work alone rather than in a
group.
are detail-oriented. “They’re the folks who sit around and pay very close attentionConclusion
In the conclusion to her lecture, Dr. Kiely reviews the two essential elements in every successful
meeting: to define the goal and have the authority and the ability to implement decisions. “That
way people will always participate with good hearts and good intentions, and we set them in an
environment where their ideas, and they, thrive.”
Case Studies Summary
The Getty Center: Building Consensus
One of the nation’s most exciting new art projects is the billion-dollar museum complex recently
built by the J. Paul Getty Trust in the Santa Monica Mountains near Los Angeles, California. Part
of the project, the Getty Research Institute, was designed exclusively for scholars and art
historians, to house more than 700,000 books, 14,000 prints, and two million photographs.
During more than four years of design and construction, a team of architects, engineers,
contractors, designers, construction workers, and support staff met every week to keep the
project on schedule. Some of their meetings were meant to distribute and exchange information,
some to analyze problems, some to brainstorm ideas and solutions, and some to decide on a
course of action.
Led by Project Manager Elaine Nesbit, an architect, the team developed strong relationships as
they wrestled with the day-to-day issues of a massive construction project. Their meetings were
instructive, sometimes playful, sometimes heated, often revealing. Watching excerpts provides a
firsthand look at the personalities and roles that emerge when a dedicated team gets together
for a meeting.
Frasier Takes a Meeting
In the hectic world of television production, there’s no room for confusion. The industry’s blend
of art, commerce, and technology brings together people with different temperaments,
backgrounds, skills, and work styles. The pace is unrelenting, the stakes are high;
communication must be crystal clear.
One way to bring all the disparate elements together on an episodic comedy like
weekly production meeting. It’s First Assistant Director Katy Garretson’s job to keep the cast and
crew on track as they read through the script. Everything from the actors’ lines to travel
arrangements to equipment problems are on the agenda, and with so many creative
personalities vying to be heard, running an effective meeting is no easy task. This is a rare look
at how an ongoing team achieves its goals in an organized and efficient meeting.
Frasier, is theInternet Outfitters: Meeting Creatively
Internet Outfitters is a three-year-old computer -design firm that creates Web sites for such
corporate clients as Absolut Vodka. Dr. Kiely selected it to appear in this session because of its
innovative approach to meetings and the imaginative techniques it uses to keep itscreative
juices flowing.
One tactic the people at Internet Outfitters use for generating ideas is anonymous suggestions;
this allows everyone to freely contribute ideas without worrying about what others might think.
“This allows people who might not have spoken out to get their ideas across in a way that may
be a little less intimidating than before,” says Michele Rennert, director of account services.
Another way they generate ideas is by bringing together people who don’t usually interact. “If
you’re gathering up the same old group of people and you’re rehashing the same old group of
ideas,” says Rennert, “you’re not going to find that idea or that insight that’s a little bit new and
different.”
The most important aspect of meetings at Internet Outfitters is a relaxed and open environment.
“We have great communication among all the people here,” she concludes, “because we try not
to make the meetings rigid or too buttoned down.”
BUILDING YOUR COMMUNICATION SKILLS:
Questions to Think About
1) What is the difference between simple disagreement and collaborative disagreement?
Why is collaborative disagreement more likely to lead to more effective outcomes?
2) Why does Dr. Kiely say, “I think it’s nearly impossible to reach a unanimous decision
in business. And I suspect if you come up with a unanimous decision, you ought to be
very worried about whether or not you’re taking people to the wrong place”? What
type of agreement do you think is most likely to produce lasting results? Which types
of agreement have you used in the past? Which have been successful in making a
decision that was actually implemented?
3) In a meeting, which role do you find most comfortable? Would you rather be a
facilitator or a participant? A devil’s advocate or a scribe? What skills do you need to
be a good devil’s advocate? An effective proctor?
4) Which meeting behavioral style most clearly describes you? What qualities do you
possess that would make you fit in each of the four categories? Which style do you
think is the most effective? The most admirable?
EXERCISE 1:
“A Behavioral Styles Profile”
Compare and contrast the four behavioral meeting styles as described by Dr. Kiely (
teller,seller
, dweller, compeller) with the four types of team-player styles (contributor,collaborator
and Teamwork
agree with the assessment? Which of Dr. Kiely’s four behavioral styles are you? What qualities
do you share with the other styles?
, communicator, challenger) characterized in the recommended text Team Player, by Glenn M. Parker. Then take the self-assessment survey on page 160. Do youEXERCISE 2:
“Come to the Meeting”
Attend a public meeting. (To find a meeting, check your local/city government, public utilities,
student organizations, or a community cable television channel). Analyze what occurs according
to the following paradigm:
• Was the purpose of the meeting clear? Was it achieved?
• Was the agenda followed in a timely manner?
• How effective was the facilitator? What should he or she have done differently?
• What were the ground rules? How were they enforced?
• What type of decision-making method was used? How effective was it?
- 134 -
• Did people take on the roles of scribe, timekeeper, proctor, devil’s advocate? How did
they contribute to the success or failure of the meeting?
• Were all four behavioral styles evident? How did they play against each other?
• What examples of listening actively and collaborative disagreement did you notice?
• Overall, was the meeting effective? How could it have been improved?
EXERCISE 3:
“LAWS”
Watch or read a persuasive speech or an editorial, and formulate your response according to
the LAWS method of collaborative disagreement. Write it down, and present it orally.
ASSIGNMENT
You will organize and lead a meeting:
• Select a purpose you want to accomplish. Choose something controversial or
important.
• Write an agenda.
• Invite the participants (a minimum of six other people).
In the meeting:
• Set down your ground rules, and determine consequences to enforce them.
• Determine your method of making decisions.
Convene the meeting. You are the facilitator; assign duties and roles to other participants.
Practice listening actively. Use the LAWS method of collaborative disagreement at least once.
Afterward, report on what occurred, with particular attention to:
• the roles people played.
• the four behavioral styles and how they interacted.
• how decisions were made.
• instances of collaborative disagreement and participative listening.
• the effectiveness of ground rules and their consequences.
Finally, explain why you think the meeting was or was not successful, and what elements need
changing.
ALTERNATE ASSIGNMENT
Organize and lead a hypothetical meeting of the Dream Team you created for Lesson Eight,
following the preceding paradigm.
KEY POINTS
• Every meeting – from a regular staff meeting to a one-time-only executive session –
should have a single overriding purpose. The basic goals or purposes of a meeting
are:
• to inform.
• to analyze a problem.
• to generate options for solving a problem.
• to decide on a solution or course of action.
• The most important meeting management skills are participation, listening actively,
and collaborative disagreement.
• The key to listening actively and collaborative disagreement is to listen to other people’s
ideas and acknowledge them. Dr. Kiely calls it the
•
•
•
•
• Before any discussion can begin, it’s important to determine how decisions will be
made. The most common decision-making models used in business are:
• majority.
• unanimity.
• consensus.
• deferral.
• It’s important to adopt a set of ground rules that will govern the meeting process, such as
no interruptions, and consequences for breaking the rules.
• The basic roles that must be filled in a meeting are:
•
•
•
•
•
• In every meeting, certain basic behavioral styles emerge. They provide the contrast
and byplay that make meetings productive. Dr. Kiely calls the four basic styles:
•
•
•
•
• Of all the skills that contribute to a successful meeting, the most important is the
ability to listen well.
LAWS Model:LikeAdd onWorriesSo, what next?Facilitator – to lead the meeting.Scribe – to take notes.Timekeeper – to move the agenda along.Proctor – to enforce ground rules.Devil’s advocate – to voice problems.Tellers – results-oriented people who voice solutionsSellers – enthusiasm-seeking people who use persuasion techniquesDwellers – task and team-oriented people who foster harmony within a groupCompellers – detail-oriented people who focus on perfectionMEMORABLE QUOTES“Listening is the most important meeting -management skill.”
Laree Kiely, Ph.D.
“People often don’t pay attention at meetings because they can go on for so long. And it’s
hard to get people’s attention.”
Elaine Nesbit
Project Manager
J. Paul Getty Trust
“We would have chaos without sitting down together to discuss our ideas.”
Bob Hennessey
Senior Vice President and COO
Internet Outfitters
“If you’re gathering up the same old group of people and you’re rehashing the same old
group of ideas, you’re not going to find that idea or that insight that’s a little bit new and
different.”
Michele Rennert
Director of Account Services
Internet Outfitters
“When we give people clear parameters, they operate more effectively with one another.”
Laree Kiely, Ph.D.
RECOMMENDED RESOURCES
Running a Meeting that Works, 2nd Ed.
by Robert F. Miller and Marilyn Pincus
New York: Barron’s Educational Series, 1997.