Leadership:7 Leading Productive Management Meeting

Chapter 7
Leading Productive Management Meeting
Summary

This chapter deals with the ways to deal with leading productive meeting and its various aspects. The main objective of this chapter is given below
*Decide when s meeting is the best forum
*Compare essential meeting planning
*Conduct a productive meeting
*Manage conflict
*Ensure meetings lead to action

Meeting is the only place where one can express the current problem of an organization, share information, develop and implement new methodology and convey the new methodology and instruction. Before conducting the meeting one should have to essential planning which may include its purpose and expected outcomes, agendas, attend ends .Best settings and timing and essential of the meeting.One can conduct productive meeting only by deciding the decision making approach, clarifying leader and attendees roles and responsibilities because early definition of roles will help us avoiding confusion. No matters how big or small or complicated the meeting is we have to establish a meeting ground rules. The most part of this Chapter deals with the ways of common problem solving approaches which might be brainstroming: the goal of brainstorming is to generate and exhaustive list of ideas quickly.
Ranking or rating: Ranking or rating is performed with an existing set of ides. Perhaps generated from a brainstorming session.
Setting by category of Logical groups: Sorting by category or logical groups a beginning list although you might add items as they occur in the discussion as well.
Edward de Bono's Six Thinking Hats: This is one of the problems solving approach which main motto is to encourage open and complete thinking about a problem by separating ego. This approach is which he says a parallel thinking approach?
Opposite Analysis: Opposition analysis requires the group to look at both sides of an issue.
Decision Tree: This helps to break the problem into its parts .This is particular important when the problem is complex.
Form/to Analysis: this is particularly useful in diagnosing change situations.
Force-Field Analysis: This includes describing the current problem, end state and its driving force and ways to find its solution
Matrix: A matrix allows a group to evaluate or diagnose problems and the difficulties of making change and can help a group decide on an approach. It consists
Of four boxes with each axis assigned an evaluative label.
Framework: This is a shorthand process for discussion and it helps us to simplify the complex problem
The last section of the problem deals with managing meeting problem m and conflict which describes us the way to handle the specific meeting problem and managing
Meeting conflict and dealing with the cultural differences.