DPS Paisano, April 1997 Page: 4
16 p. : ill. ; 28 cm.View a full description of this periodical.
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Another meeting? Try these tips for success
By Melinda KemnitzMeeting planning can be essen-
tial to an organization's success.
Good meetings are productive and
depend on attention to detail and
appropriate participation by all at-
tendees, including the group
leader.
Preliminary preparations lay a
solid foundation for your meeting:
Necessity: You must first deter-
mine whether a proposed meeting
is necessary. An unnecessary
meeting is defeated before it even begins. Two good guidelines
for deciding whether to have a meeting are:
1. Is the meeting being called to exchange information or
viewpoints? If you are meeting to discuss viewpoints, it prob-
ably is a necessary conference. If the meeting is strictly to
distribute information, it's probably unnecessary. Identify the
meeting's purpose and desired outcomes.
2. Can one-on-one conversations or even one-on-two con-
versations accomplish what needs to be done, or is a larger
group necessary? There is a difference between a meeting and
a conversation between two or three people. A conversation
is relaxed, informal and rarely has the time constraints pos-
ed by a meeting. On the other hand, decisions usually aren't
made during informal conversations.
Attendees: Decide who needs to attend based on the pur-
pose of the meeting. When your list is complete, determine
the potential chemistry of the group. Are there any personali-
ty conflicts? Preparing yourself in advance to handle any
disruptions will ease the flow of the meeting.
Scheduling: "Neutral" times during an organization's work
flow are one hour after arrival to work, shortly after lunch, and
before the final hour of the day. This allows attendees to clean
up any pressing matters in the morning and afternoon.
Creative scheduling also might be a solution. Call a
breakfast meeting with coffee and donuts, or brown bag your
meeting at noon. Most important, know who will be attending
and their work schedules.
Agenda: Prepare your agenda well in advance. You must
know what you want from your meeting. Your agenda should
reflect this and provide focus. Decide in advance who will give
presentations and their approximate lengths. If presentations
appear to exceed the allotted time, they may have to be
shortened. Generally, reducing presentation time is better than
shortening discussion or decision time.
The anatomy of a meeting is simple: every meeting has a
beginning, middle and end.
Beginning Phase:
1. The pre-meeting gathering - this includes conversa-
tional mingling and exchanging of pleasantries.
2. Formally convening the meeting.
3. Reviewing the agenda.
4. Approving previous minutes, if applicable.
5. Opening statement.
Middle Phase:
The middle phase is usually longer, for conducting business
at hand. It may begin with a presentation, or attendees canmove directly into consideration of issues. Discussion leads
to recommendations that produce positions which result, after
compromise, in decisions.
During discussion, don't criticize others' positions. Watch
for repetition. If repetition sets in, the leader may choose to
end discussion and move toward recommendations. After a
recommendation has been made, individuals choose their
positions - for or against. Compromise always follows ir-
reconcilable position taking and is the final act before voting
on an issue.
Third Phase:
If certain things do not happen at the end of a meeting,
much that has gone before will be wasted. Closing remarks
should:
1. Summarize the discussion. Review the main lines of con-
sideration which resulted in recommendations.
2. Summarize the decisions. Review each decision made
by the group so it can be accurately fitted into the meeting
minutes.
3. Summarize areas still requiring consideration.
4. Review assignments. Everyone should leave the meeting
with a clear idea of the next steps and a thorough understand-
ing of what will be required of him/her by what time.
5. Report results to proper management if no further
meetings are necessary.
6. Set the next meeting.
Remember, great meetings don't just happen. They occur
because someone makes them happen. That someone should
be you!
Melinda Kemnitz is an administrative assistant in the Staff
Development Program.
Working together works
Working together can never be a policy.
It can only be an idea.
It can never be a code of rules.
It can only be a way of looking at the world.
We can say, "This is mine," and be good, or we can add,
"This is ours," and become better.
We can think, "I do my share," and be satisfied, or we can
ask, "Can I do more?" and become prosperous.
We can work alongside each other and function, or we can
work with each other and grow.
Our country's history makes it clear that combining all ef-
forts into one has been the only way to achieve that pro-
gress and that strength we take such pride in - pride not
only in what we've achieved, but pride in knowing that
we've achieved it together, with our own work and our own
visions.
That's really the key.
Because when all is said and done, working together
doesn't only bring out the best in all of us, it brings out
the best in each of us.
Author unknown4
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Texas. Department of Public Safety. Public Information Office. DPS Paisano, April 1997, periodical, April 1997; Austin, Texas. (https://texashistory.unt.edu/ark:/67531/metapth653563/m1/4/: accessed July 18, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu; crediting UNT Libraries Government Documents Department.