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Managing Large Meetings
 

Introduction

Large meetings can be very unsatisfactory when people compete to talk and stop listening. The following notes describe a controlled and supportive process for handling a large meeting. This provides the efficiency of large meetings and the effective interaction of small ones.

These meetings need only take one and a half to two hours and time is money.

History

I first learned this approach from Jef Mason of JMA. He developed it from earlier work by Barry Schuttler who was a leading manager of local participation projects in the USA. Barry Schuttler called his approach "Charette". "Charette" is a series of activities involving people in decision making about their environment. The procedure below is like those used in "Charette" for passing information and gathering reactions.

Typical procedure

1 Information

A senior manager or expert gives important information to a large group. This can be up to 150 people or more with a good public address system and overhead slides.

2 Clarification

Divide the total group into groups of eight to ten. Each member of the group lists questions that he or she requires answers to understand the information. An outsider or a group member lists these on a flip chart. The group prioritises them and an expert answers the most important ones. The flip charts are kept to aid the subsequent presentations.

3 Response

Small groups meet as in (2) above. The people now list their reactions, comments and feelings about the information now they have understood it. The prioritised comments are collected up from each group and responded to publicly by the Senior Manager.

4 Manager's comments

The manager must not be too defensive. Some comments will be difficult to handle. If no answer is possible, say so. It helps to say we don't know yet. The manager should take time to anticipate some comments and to practice handling them in a win/win way. 

5 Resources and skills required

The listing on flip charts must be done accurately and carefully with time given for everyone to formulate questions and comments. A quiet inarticulate person may have valuable things to say. The Senior Manager must express the information clearly. Equally, he or she must be prepared to listen to and acknowledge responses that might sometimes be unexpected. People value genuineness highly. Experts require patience and the ability to put things in simple language without being patronising. One person should act as the 'Process Manager' or MC. This person moves people from one section to the other and keeps the programme on time.

Conclusions

This method creates rapid two way communication about key issues. It is lively, fun and motivating. It builds closer and more open relationships because it encourages trust and listening. The process has helped a car company manage change. It has also helped a company gain commitment of staff to a profit sharing scheme. The method could help any organisation increase the involvement and energy of its staff.

Finally

Further information is available from Nick Heap on 01707 886553 or Jef Mason on 020  8748 2367.

 


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Contact me

Phone +44 (0)1707886553, or +44(0)7879861525 email nickheap43@gmail.com or Skype nickheap

Using these materials
I am entirely happy for you to use or draw on any these materials in any way you think will be helpful. I am keen to have my work, and the work of the people I have learned from, used.  

Language

The language on this site is correct UK English throughout. There are differences in spelling and meaning between UK and US English. The context should make the material understandable in the US.

Further Information

There are free articles, exercises, designs, book references and links to other sources about many aspects of personal, team, management and organisation development on this website. I will add other resources as I learn what you want.

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