Treść książki
Przejdź do opcji czytnikaPrzejdź do nawigacjiPrzejdź do informacjiPrzejdź do stopki
Slim&TrimMeetings
ticipantsafeelingofsecurity,stabilisesself-confidenceinexpress-
ingone’sowninterests,formsthefoundationforanatmosphere
ofappreciationandmakesiteasiertoreachsustainableresults.In
contrast,ameetingoverlycharacterisedbytheapplicationofmeth-
odologyandtheimplementationofmulti-mediaoftendivertsthe
gazefromwhatisimportant;notinfrequently,italsoconcealsthe
personalexcessivedemandsofthemeetingdirectorandprevents
thecreationoftheultimatelyimportantpleasantworkingenviron-
ment.
Goodmeetingsarealreadyapartoftheday-to-dayinmany
organisations.Teamwork,interdisciplinaryprojects,planningand
coordinativetasksrequireregularmeetingswiththoseinvolved.
Meetingsresultsaresometimesofgreatimportance,asmeetings
representtheforumwherethegroundislaidfordecisionswith
long-termconsequences.Peoplegettogetherinano-frillsmanner
inaconferenceroomorlargeroffice.Theremaybecoffeeandsoft
drinksonhand.Theprocedureisgovernedbystandardisedformu-
laeandtheunwrittenrulesoftheinternalmeetingculture.Some
considerationsaredocumentedonaflipchart.Allofthepartici-
pantsarefamiliarwiththedurationandstyleofthemoderation.
Onecanaddressthecontentsandthedesiredobjectives.Workre-
sultsarerecordedinbriefphrasesandquicklymadeavailableto
alltheparticipantsandallthoseaffected.Theonlyarrangements
madearethosethatcanberealisticallyrealisedandthatfacilitate
theprogressoftheteam.
Inotherorganisationsontheotherhand,meetingsasaman-
agementinstrumentarenot(yet)suchanintegralpartofthedaily
agenda.Insuchorganisations,itisoftenonlythemanagementstaff
thatusesregularmeetingsasaforumfortheexchangeofinforma-
tion.Intheoperativecourseofbusiness,muchisdecidedaloneby
theowner,themanagingdirectorortherespectivemanagement
personinvestedwithsuchresponsibility.Employeeswouldliketo
implementmoreoftheirknowledgeandexperienceinthework,
andtheywouldalsoliketoreceivemoreinformationonaregu-
larbasisaboutcurrentdevelopments,buttheirinvolvementisnot
calledupon.Inanorganisationlikethis,anyonewhosendsanin-
vitationtoameeting,perhapsevenwithanagendaattached,can
comeacrossasslightlysuspect:Doestheformalmannerofproce-
duretranslateintobadnews?Doesthebosswanttointroducea
newwayofdoingthingsinwhichheorsheisrelyingondocument-
ingthingsasameansofcontrol?
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