Item is a video chapter of Meetings, bloody meetings .
Lesson 1: Plan. What is the meeting intended to achieve? What would be the implication of not having the meeting. Meetings can become a habit, and a crutch in organisations. Tim answers to the court on the first charge, 'chairing without due thought and preparation'. This is the first of the five techniques of running effective meetings. Tim is shown how he handled a weekly production meeting 10:06 on April the 7th. Tim's running late. An all to familiar scene unfolds. No one knows why they are meeting. The first thing they decide to do is write an agenda. In the absence of one individuals have meetings between each other whilst the others sit and listen to discussions they aren't needed for. Did they need to all be together just so two people could sort out an issue they could have done outside the meeting? The judge asks Tim why they even had that meeting. Tim boldly defends himself by saying that they had it because it was the weekly meeting. But as there was nothing to talk about why didn't he cancel it? Tim's now rather hurt he can't cancel it as people may well have things they need to discuss, something he only finds out when they are all assembled in the meeting. The judge asks him why he doesn't know this beforehand. The judge then makes a comparision with his court - supose he conducted his court that way. We then see a sceen where the accussed is in the doc without being charged with anything - there is nothing specific to be decided upon. The policeman defends this by claiming, or hinding behind commonly quoted excusses for poor meeting organisers: he wanted an open structure so tha everyone would have a chance of contribute and allow for a more creative environement. He also asserts the very common excuse of 'I didn't have time' to think abou why they were meeting, and in so doing, wasting his and others time as a result. Analogy: ????? Learning outcome:
Lesson 1: Plan. What is the meeting intended to achieve? What would be the implication of not having the meeting. Meetings can become a habit, and a crutch in organisations. Tim answers to the court on the first charge, 'chairing without due thought and preparation'. This is the first of the five techniques of running effective meetings. Tim is shown how he handled a weekly production meeting 10:06 on April the 7th. Tim's running late. An all to familiar scene unfolds. No one knows why they are meeting. The first thing they decide to do is write an agenda. In the absence of one individuals have meetings between each other whilst the others sit and listen to discussions they aren't needed for. Did they need to all be together just so two people could sort out an issue they could have done outside the meeting? The judge asks Tim why they even had that meeting. Tim boldly defends himself by saying that they had it because it was the weekly meeting. But as there was nothing to talk about why didn't he cancel it? Tim's now rather hurt he can't cancel it as people may well have things they need to discuss, something he only finds out when they are all assembled in the meeting. The judge asks him why he doesn't know this beforehand. The judge then makes a comparision with his court - supose he conducted his court that way. We then see a sceen where the accussed is in the doc without being charged with anything - there is nothing specific to be decided upon. The policeman defends this by claiming, or hinding behind commonly quoted excusses for poor meeting organisers: he wanted an open structure so tha everyone would have a chance of contribute and allow for a more creative environement. He also asserts the very common excuse of 'I didn't have time' to think abou why they were meeting, and in so doing, wasting his and others time as a result. Analogy: ????? Learning outcome:
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