Treść książki
Przejdź do opcji czytnikaPrzejdź do nawigacjiPrzejdź do informacjiPrzejdź do stopki
Slim&TrimMeetings
•
Theobjectiveisthe
exchangeofinformation,
thecoordination/
delegationoftasks
Meetingsfrequentlytake
placemoreregularly,for
example,aweeklyteam
meeting
Thedurationcanconsistof
afewminutestoafull-day
meeting
•
•
•
Theobjectivesare
clarifyingproblems,
brainstorming,
implementationplanning
and,tosomeextentalso,
advancedtraining–the
themeisoften(still)less
specific
Workshopsareusually
conductedasneeded;
generallynotonacyclical
basis
Thedurationcanconsistof
afewhourstoseveraldays
•
•
2.WhatWeCanandWanttoAchieve
withtheMeeting
GoalSetting
Insuffcientgoalsettingandthefailuretoprovideimportantinfor-
mationonwhatkindofworkleewaythegrouppossessesarerea-
sonswhymeetingsleavetheirparticipantsunsatisfed.Formulat-
ingobjectivesclearlyisoneofthemostimportantsuccessfactors
forefective,motivatingmeetings.
2.1TheFramework:LimitsandLeewayinPreparing
theSubjectMatter
Youshouldconsiderlimitsandleewayinmeetingsaboveallwhen
topicsareupfordiscussionthatarehighlyemotionalorforwhich
theattendantworkislikelytoleadtograveconsequencesinthe
company.Itisessentialinsuchcasestobeacutelyawareofwhatis
negotiableinthemeetingandwhatisnot.
Hereisabriefexample:ASalesDepartmentmanagerhascalled
ameetingonthesubjectof“ProcessOptimisationinOrderEntry”.
Shebrieflyintroducesthetopicandinturntheaffectedemployees
presentatthemeetingbegincollectingideasonreducingmistakes,
oncooperationwiththeFieldSalesStaffandonsimplifyingtheproc-
esses.Overthenext30minutes,theemployees–unhinderedbythe
manager–makeawealthofsuggestions,andsomeresentment
emerges:Uncleardepartmentalresponsibilitiesorordersincorrectly
documentedbyFieldSalesStaffemployeesareasourceofirritation.
Themanagerabruptlyendsthediscussion.Shepresentsafewcharts
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