Meeting Management 2012-12-06

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Information about Meeting Management 2012-12-06
Spiritual

Published on February 14, 2014

Author: MidAmericaUUA

Source: slideshare.net

Webinar on Meeting Management will begin soon!

MidAmerica Webinar Rev. Dr. Lisa Presley District Executive, Heartland

Central MidWest, Heartland and Prairie Star Districts

Welcome!  Welcome Introductions Technical Issues: Apologies Abound!

MidAmerica Webinar Rev. Dr. Lisa Presley District Executive, Heartland

Chalice Lighting 

Tonight’s Webinar   Look at our assumptions and habits of meetings  How to make meetings more inclusive  How to run efficient meetings  Parliamentary Procedure  Roberts Rules: What they really say!  Consensus: What it really is!

Meetings: Why?   As member-based organizations, meetings are the way things get done  We make a lot of assumptions about meetings—what should happen, when they should happen, who does what  Time to open up that can of worms  Always can improve how we do what we intend to do  All we do is for theological deepening and transformation

Assumptions and Habits   We must have committees and meetings  What about Task Groups or Work Partners?  Meetings must happen every month, no matter what  Could switch to quarterly or electronic  The committee members are the ones to do the work  Separate workers from organizers—different skill sets  Committees have to last as long as it takes to do the work  Review every committee at least every other year for relevance

Enjoyable Meetings   Build in social time  Pre-meeting social hour?  Snacks?  Worship service before on meeting night  Encourage appropriate laughter  Approach with lightness, not dread  Again, approach from religious perspective: how are we growing our spirits?

Inclusive Meetings   Always ask who isn’t present?  Make sure not ruling out historically marginalized folks  Put a chair at the table for the voices not there  Ask questions that will elicit the views of those not present  Accommodations:     Where held—accessible in broadest sense? What about children? Time and date issues Virtual meeting possible?

Efficient Meetings   Realize meetings serve a variety of purposes:        Social Connect members Allow participatory leadership Get things done Legal requirement Achieve something spectacular Deepen our spirits  Need to make space for all of this to happen

Efficient Meetings   Realize people approach differently:        Leap to quick understanding Mull over for unintended consequences Want decisions Want dialog Think quickly/slowly Speak to know what thinking Think to know what to say  Need to make space for all of this to happen

Efficient Meetings: Prepare   Build Agenda carefully  Check minutes for old business  Solicit ideas and issues from others  Add suggested time limits – no more than 90 minutes of work!  Send Agenda and documents out in advance  Rule of thumb: don’t decide anything important in same meeting presented unless absolutely necessary  Consider advance session to inform folks: town hall  Agree on Rules before starting meeting (more later)

Effective Meetings: There   Create a covenant for how you will be together; review regularly  Start religiously:     On time (time-ish) Chalice Lighting Check In Theological Reflection  End well:  Check out, including task review and reassignment  Closing reading

Efficient Meetings: There   Ensure everyone is involved appropriately  Ask input from everyone  Institute ―step up, step back‖ awareness  Encourage ―Angel’s Advocates‖  Three good things about idea  How would we be better if this was chosen/worked?  Appoint timekeeper and Process Observer  Empower everyone to keep time and observe

Efficient Meetings: After   Make sure notes/minutes are circulated quickly  Include a ―task list‖ that reminds folks of commitments  Follow up with folks as appropriate  Share the news with others  Confirm the date of the next meeting (if any!)  Do what you said you’d do; if you can’t, let folks know as soon as possible so alternate plans can be made

Efficient Meetings: Rules   Ensure you know what Rules will govern your meetings:     Roberts? Consensus? Roberta’s Rules? Others?  Make sure that you have:  Parliamentarian who can assist with understanding the Rules  Training for those running, and those attending

Robert’s Rules   Who was Robert, and why his rules?  Henry Martyn Robert, Army Engineer  Motivated by failure  Created own set 1876  Now in 11th Version with forward by Henry M. Robert III (!)  Direct line of succession in creating new versions  Often default way of decision making

Robert’s Rules   Basic Premises:  No one speaks without recognition—no shouting out  Always need a motion to discuss anything, & second  No one speaks a second time until all heard, unless Chair agrees  Chair may call upon whomever as often as want to clarify issues  Only members have privilege of floor, but Chair may allow others to speak  Point of Information: when don’t understand things

Robert’s Rules   Point of Personal Privilege: when need something  Moving the previous question, with Chair recognition; not debatable; 2/3 to pass  Need to be polite!  Chair may call for the vote without moving the previous question, especially when no one waiting to speak  Point of Order when think not following Rules – can interrupt!

Robert’s Rules   No ―friendly amendment‖ under Robert’s  Can make amendments to motion  Can withdraw original motion and then move new one  Abstentions:  Don’t need to call for them unless requested  Do not count in the vote—if more vote for than against, it passes (subject to plurality required)

Robert’s rules   Customary role for Chair:  Doesn’t make or second motions (though can)  Steps out of chair when wishes to speak on issue  Can break a tie in vote, but doesn’t need to  Getting rid of motion:      Withdrawn by mover Voting against Tabling (though can be brought back) Postpone (to particular time) Postpone indefinitely (basically kills the motion)

Consensus Model   Conditions necessary for consensus governance:        Common goal Commitment to reach consensus Trust and openness Sufficient time Clear process Active participation Good facilitation

Consensus Process   Introduce and clarify issues  Explore issue and look for ideas  Look for emerging proposals  Discuss, clarify and amend proposal  Test for agreement  If agreement, then implement  If no agreement, back to emerging proposals for other options/agreements

Consensus Decision   Not just everyone agreeing, but shades of agreement/disagreement: Agreement: this is what we should do Non-support: don’t see need, but will go along Reservations: might be mistake, but can live with it Standing aside: can’t do personally, but won’t stop others  Blocking: cannot support or allow group to support; it is immoral, wrong  Withdrawing: must leave if this occurs    

Consensus Review   If don’t come to an agreement/consensus, then follow whatever pre-existing decision or, if none, then do not act at all  Takes time to reach; not good for quick decisions  Requires deep commitment by members  Appreciates complexity of situations  Can be a powerful way of participating, and when reach consensus, often have greater buy-in and participation

Robert’s vs. Consensus   Need clear and shared articulation of when you use which (or whatever rules you choose)  What do your bylaws say about specific things such as quorum, calling a minister, purchase/sale of property  If choose consensus as ―default,‖ then what will you do if you don’t find consensus?  Regardless: need to teach and learn—it’s not just automatic

Resources   Robert’s Rules ―Official‖ website:  http://www.robertsrules.com/history.html  Consensus governance  Meetings that Work  Roberta’s Rules:  http://www.robertasrules.net/  Consensus:  http://seedsforchange.org.uk/consensus  http://www.actupny.org/documents/CDdocuments /Consensus.html

Resources   Meetings that Work, UUA Publication  http://www.uua.org/documents/congservices/meet ingswork.pdf  Patrick Lencioni, author of leadership fables  Death by Meeting  Alban Institute, congregational life think-tank  www.alban.org

Q&A   What are your questions?

Final Words  It has been said democracy is the worst form of government except for all those others that have been tried. Winston Churchill

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