Running different types of meetings

Expertise or interest meetings

Horizontal slice meetings

Horizontal slice meetings are of people with similar levels of responsibility across an organization, so that the selection is on the basis of rank or to represent the interests of a particular section in discussion with others. People meet to find common ground and coordinate with each other to resolve issues that affect all, or a number, of the organization’s departments.

There is an increasing number of working parties or task forces running, where a group sets out to tackle a particular topic that potentially involves staff across a number of different sections and where working out ideas is needed before progress can be made. Membership of the groups is likely to be on the basis of particular staff expertise or on the basis of picking those interested in the topic. Thus the group membership does not necessarily coincide with the established groupings in the business, so the effectiveness of their deliberations can be hampered by that indeterminate status, unless there is a clear and feasible brief.

People taking part in large meetings generally find them unsatisfactory. This is partly due to the significance of the event. There is either the expectation of bad news or uneasiness about the implications of other developments, however enthusiastically they are presented. There are also problems caused by the number of people present and consequent unwieldiness as a means of discussion or questioning for clarification. Managers running such meetings find the occasions difficult to handle, and some regard them as destructive of their authority. Difficulties can be reduced by preparation.

First, the room should be as suitable as possible. Few companies have places suitable for large meetings, but unsuitability can be reduced by considering matters such as background noise, potential audibility and visibility of the speaker and the organization of the space in which the listeners will sit or stand. Also remember that the audience has eyes as well as ears. An inappropriate background can be distracting, especially if it conflicts with what is being said. A slogan proclaiming a bright, independent future is not a good background when you are announcing that a Japanese conglomerate has purchased a majority holding in the company and you have been given three hours to clear the premises.

What is to be said needs preparation so that it suits expectation. June Hollingsworth took over the running of her small family business when her father died, and all was well for several years, but then the company got into difficulties and she had to file for bankruptcy. In an emotional address to the employees she withheld the crucial information – which the company was to close – while making a tribute to her father. She failed to realize how anxious the listeners would be to have rumors of closure either confirmed or denied, and was mortified when a voice called out, ‘Get on with it, for God’s sake’. Definite news – good or bad – is best given first and put into context later. Change of course needs full preparation and explanation first. It may well be that those attending large meetings receive explanatory material or information before the meeting takes place.

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Дата добавления: 2014-12-26