Reformation of the meeting protocol
I can’t remember everyone’s names, I can see wandering eyes and hidden yawns. We run out of chairs. There are few things that motivate less than a poorly organised meeting. That’s what we had, and more than once.
I mentioned earlier how the production of a festival is shared by a large group of people. Somewhere in our co-operation fog we decided to invite absolutely everyone to our meetings, “so that everybody is up-to-date.” A mistake. If meetings swell into large gatherings, agenda is lost somewhere along the way and conversations become long and muddled. It’s time for a reformation. From now on, only the people whose contribution is necessary in the meeting will be invited. We mistook meetings to be internal communication, but that’s not the case. The people who know what their tasks are can easily keep up by reading the bulletins that drop into their inbox.
Even when only the core group is present, the meetings are drawn long if there are things that require thorough consideration and discussion. Even those meetings should be managed with a strict WhoWhatHuh attitude, meaning that there must be clear-cut aims for each meeting. Why are we here today and what decisions must we make? What do we need to know in order to make that decision? At the end you state what new tasks emerge as a side-product of the decision and who takes up those tasks.
Truthfully speaking, there is another reason for the reformation. Complaining. When the only ones present are the familiar core group, you can let go of your game face and whine if things seem to go awry. Letting out some steam, a few consoling words and a few jokes and your work morale is alive and kicking again. A sort of work therapy, I guess.
Translation by Pigasus Translations.