By Alan Barker
Do you discover conferences uninteresting and unproductive?
Would you love recommendation on the best way to increase them, saving time and money?
Do you must comprehend extra approximately how teams paintings together?
In How to control Meetings, communique professional Alan Barker analyses each point of conserving a gathering and gives trustworthy recommendation on easy methods to get it correct. the entire key issues are handled, including:
-preparing for a meeting
-effective participation
-chairing a meeting
-group dynamics
-problem fixing inside a group
-different varieties of meeting
-follow-up actions
Read or Download How to Manage Meetings: Improve Problem Solving; Encourage Participation; Keep Control PDF
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Additional info for How to Manage Meetings: Improve Problem Solving; Encourage Participation; Keep Control
Sample text
If you can identify some roles in the meeting, you may be able to exploit them. Draw on the creativity of your ‘plants’, or the thoroughness of the ‘shapers’ and ‘finishers’. Use the diplomatic skills of the ‘teamworkers’ to weld the group together. 32 How to Manage Meetings • What behaviours do you want to encourage in the group? Think of the range of task and process behaviours in the group as a repertoire of behaviours that you can encourage and ‘play’, through your management of the conversation.
As we participate in the external conversation, we may be using our internal conversation to: 43 Conversation: the Heart of the Meeting • suggest answers to problems; • develop solutions; • rehearse our next remark; or • judge what the speaker is saying. At times, we should resolutely stop holding our inner conversation and listen – truly listen – to what the speaker is saying, to what they are not saying, and how they are saying or not saying it. At other times, we can manage the internal conversation by: • taking notes of our thoughts so that we can put them to one side; • making it part of the external conversation by vocalising our thoughts; • pausing before we speak, to allow the internal conversation to happen.
We are very sensitive to any signs that someone isn’t listening to us. Giving eye contact to the speaker, and using ‘minimal encouragers’ – grunts, nods, little ‘uh-huh’s, and so on – are important cues to the other person that we are paying attention. • Be ready to say something relevant. When we take our turn in the conversation, we need to say something that directly relates to what the speaker has just said. ’ These basic rules compel us to pay attention in a conversation. We need to avoid interrupting, to come in on cue, to show that we 35 Conversation: the Heart of the Meeting are listening and to say something relevant, and these constant demands are all powerful incentives to stay awake and alert.