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Meetingology

B. S. Raghavan

A BRAND new field of consultancy -- facilitating effective and purposeful conduct of meetings -- is slowly making its mark. Still in its infancy, and as yet not very prominent or paying, it is a line not to be sneezed at by perspicacious and talented pro fessionals aspiring to blaze a new trail. It has a number of factors helping to heave it to the top of the heap in the near future. Operations of organisations in the era of globalisation are getting to be far-flung, with data, information, ideas, transa ctions and funds circling the globe at the speed of light.

This puts a premium on quick decisions, leaving no time for shuffling papers and passing the buck. Interconnectivities of the knowledge age and technological innovations have rendered pyramidal hierarchies obsolete. Team-work and a holistic approach to i ssues, especially those involving strategy and investment, have become the order of the day. Time-bound decisions should not at the same time be at the cost of accountability. Every decision, however fast, has to be backed by a thorough analysis of pros and cons, and should constructively and collectively converge on a plan of action, creating a stake in it for all connected with initiation and/or implementation of proposals.

Meetings are becoming the easiest, and the most suitable and preferred, route to quick decision-making, since they help assemble full information and exchange views from different standpoints with opportunity to interact face-to-face. They also instil in the participants a sense of shared responsibility and accountability.

However, a half-baked, ill-conducted meeting can leave those attending it frustrated and resentful, and cause immense harm to the larger interests of the organisation. Far from hastening decisions, it may put the clock back by several months. Here are so me rules that can help get the best out of a meeting held within the same organisation (Meetings among organisations in the same country or across countries fall into a separate category):

*Never call a meeting on impulse. Be clear about the purpose, participants, inputs and the output. Meetings called just to test the waters waste the time of busy executives. The person calling the meeting should also steer the discussion clear of irrelev ant rambles, ego clashes and domineering monologues.

*Listening is the most vital determinant of a good meeting. Everyone, and most of all the convenor, should hear out what the others have got to say. Only then will one be able to respond meaningfully, and contribute to an agreement based on a complete un derstanding of everyone's position. Such an understanding also makes for effective implementation with team-spirit.

*Refrain from flaunting rank or status as it inhibits freedom of expression. A correct appraisal of a problem or situation is impossible when opinions are stifled, with little prospect of further cooperation from those denied a full say.

*Sum up the decision at the end of the meeting, assigning specific tasks and time-targets to concerned participants. Circulate a record soon after the meeting to all concerned for subsequent monitoring.