We have difficulty getting to concrete agreements (G4, G8).
The SMART – method
S.M.A.R.T. is a technique to formulate functional and effective goals and agreements. It provides criteria to take into account when formulating goals. An important precondition for the SMART method to work is that all team members agree that these criteria are useful for the whole group. The SMART acronym stands for:
• Specifc: goals and agreements are specific, formulated in terms of concrete results.
• Measurable: goals and agreements are measurable in terms of quantity, quality, and time.
• Acceptable: goals and agreements are acceptable for yourself and others.
• Realistic: golas and agreements are realistic in sense of its feasibility and practicability. Time: a certain time period is mentioned and are provided with a (end) date.
1. The Agenda
Three conditions should be taken care of for every meeting:
a. a fixed agenda (the box below contains the agenda for an average meeting).
b. a time frame
c. clear objectives for the meeting (Preferably, put this in writing, but otherwise make these points clear verbally at the beginning of the meeting).
Components of an ordinary agenda
• opening
• discussion of the minutes (of last meeting)
• announcements and treatment of incoming and outgoing mail
• subjects to be dealt with (use annexes with written information if possible)
• other subjects to be discussed, suggested during the meeting
• other business: questions remaining (chair asks each individual participant)
• close the meeting
Checklist: Tasks of the chairperson (during the) meetings
• Before
• sets the agenda;
• anticipates the way each theme should be discussed: sequence, timeframe, anticipating possible opposition;
• During
• opens the meeting formally;
• checks who is present and who not (and what reasons were given for not attending);
• goes through each point of the agenda;
• gives a short introduction to each point;
• makes sure that the discussion goes according to plan and reaches conclusions through summaries from time to time and by involving participants who are not making themselves clear, or are not actively participating; deals with participants who use presentation tricks;
• participates as little as possible in the actual discussion;
• ensures that the amount of time scheduled for each part is not exceeded;
• makes sure that people are designated operational responsibilities which are then listed in the minutes (F3);
• should be aware of ‘groupthink’ (F5), reductive listening and other forms of negative group dynamism;
• closes the meeting formally by summarising what has been achieved during the meeting;
• ensures that everyone is in agreement about the next meeting date;
• geeft de voorzittersrol tijdelijk over aan een ander als de eigen taak op de agenda staat.
• After
• makes certain that the minutes are correct (secretary first gives minutes to the chair);
• sees to it that the participants receive a copy of the minutes;
• controls the execution of the agreed tasks
