Meeting sabotage: met and conquered

Meeting sabotage: met and conquered One of the most valued management skills is the ability to function effectively in such small group decision‐making settings as meetings. Nevertheless, studies admit that little is definitely known about what makes meetings effective, so that meeting leaders often have to operate on assumptions or conflicting evidence even as they recognize that the move toward team‐based organizations has created a special need for meeting facilitation skills. Presents techniques for running meetings based on the results of experience gained working as a meeting consultant at the international headquarters of an insurance corporation in the northeastern USA (referred to as Alifo). Covers a 12‐month period during which 58 managers, supervisors, and executives participated in a meeting analysis survey, attended training sessions, and evaluated meeting simulations. Based, in addition, on meeting observations, minutes, and transcripts, communication reports, and interviews with company managers, several conclusions were reached about the meeting process, leadership behaviors, and group participation at Alifo. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Meeting sabotage: met and conquered

Journal of Management Development, Volume 19 (10): 16 – Dec 1, 2000

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710010379182
Publisher site
See Article on Publisher Site

Abstract

One of the most valued management skills is the ability to function effectively in such small group decision‐making settings as meetings. Nevertheless, studies admit that little is definitely known about what makes meetings effective, so that meeting leaders often have to operate on assumptions or conflicting evidence even as they recognize that the move toward team‐based organizations has created a special need for meeting facilitation skills. Presents techniques for running meetings based on the results of experience gained working as a meeting consultant at the international headquarters of an insurance corporation in the northeastern USA (referred to as Alifo). Covers a 12‐month period during which 58 managers, supervisors, and executives participated in a meeting analysis survey, attended training sessions, and evaluated meeting simulations. Based, in addition, on meeting observations, minutes, and transcripts, communication reports, and interviews with company managers, several conclusions were reached about the meeting process, leadership behaviors, and group participation at Alifo.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Dec 1, 2000

Keywords: Meetings; Leadership; Problem‐solving; Groups; Training; Management development

References

  • Why is a third of your time wasted in meetings?
    Elsayed‐Elkhouly, S.M; Lazarus, H; Forsythe, V

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