ABSTRACT
Meetings occupy a great deal of time that could otherwise be spent doing your assigned work. Why are they necessary? Couldn't you spend that time more effectively if you were left alone? The 3M Meeting Management Team has developed a list titled “The Thirteen Most Common Reasons to Hold a Meeting.” 8 These reasons are:
To accept reports from participants. Meetings frequently take place weekly or monthly to provide updates on the activities of departments or divisions. This allows the information to be passed upward to superiors, downward to employees, and horizontally to managers of other departments or divisions. Ad hoc meetings may also be necessary to inform participants of new developments.
To reach a group judgment or decision. Decisions may be made by the leader of the meeting, by a plurality of participants (the largest number of participants, even if it is less than a majority), by a majority (more than 50 percent), by consensus (all support the decision, although some may have reservations), or by unanimity (all agree).
To analyze or solve a problem.
To gain acceptance for an idea, program, or decision. If you anticipate resistance to a new program or development (such as a new computer system), holding an educational meeting can head off such a reaction.
To achieve a training objective. At meetings, younger executives can observe how more experienced managers plan and conduct meetings and achieve their objectives.
To reconcile conflicting views. Airing differences often leads to a compromise that is acceptable to all. This sometimes requires an outside consultant specializing in conflict resolution.
To communicate essential information to a group. The meeting will include presentation of the information and an interactive session to resolve questions.
292 To relieve tension or insecurity by providing information and the management's viewpoint. When the company is facing a major change or crisis, this will help to quell rumors and distrust of management.
To ensure that everyone has the same understanding of information. Highly complex or controversial written messages should usually be complemented with a face-to-face meeting, at which feedback can be provided and questions answered.
To obtain quick reactions. Such input may be helpful or necessary as management makes decisions or plans.
To address a stalled project. There may need to be an administrative decision to discontinue or reactivate a project that has stalled.
To demonstrate a product or system. The demonstration may be internal, made to employees or management; or external, made to customers or suppliers.
To generate new ideas or concepts. A brainstorming meeting can be extremely productive when managed correctly.
