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close this bookHundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 pages)
close this folderRunning effective meetings
View the document(introductory text...)
View the document9. Before you call a meeting, decide if you should have one at all
View the document10. If you must have a meeting, plan how to get the most out of it
View the document11. Guide your team in having more effective discussions
View the document12. Start on time; End on time
View the document13. How to chair a meeting
View the document14. Don't sit on the results of a good meeting; follow up with a plan of action
View the document15. Maximise what you can get out of a ''brainstorming'' session

9. Before you call a meeting, decide if you should have one at all

[References - 10]

Groups are not good for organising large amounts of data, for synthesising lots of ideas, or for writing reports.

Individuals organise and write reports more efficiently than groups do.

Groups are good for brainstorming, exchanging opinions and information, identifying problems, discussing issues, and making final decisions.

FIRST, decide whether or not a meeting is appropriate. The worst reason to have one is because it is scheduled.

A meeting is appropriate when:

  • You want an issue clarified
  • You have concerns you want to share with your group as a whole
  • You want information from your group
  • You want to involve your group in solving a problem or making a decision
  • Your group wants a meeting


A meeting is not appropriate when:

  • The subject is trivial
  • You can communicate better by telephone
  • You have to deal with personnel issues, such as hiring, firing, and negotiating salaries
  • The subject matter is so confidential that it can't be shared with some members of the group
  • There is inadequate data or poor preparation
  • You have already made the decisions on the proposed topic of the meeting