A Practical Guide To Better Meetings And Shared Decision Making
By Eli Mina Published by the American Management Association (AMACOM, 2002)
Table of Contents


Part 1 (Chapters 1 to 7):
   Building the Foundation for Shared Decision Making

Chapter 1: Goals and parameters of shared decision making
      Defining the goals of corporate decision making
      Defining your vision of shared decision making
      Choosing between four decision making models
      Using SDM parameters to make collective decisions

Chapter 2: The many hats of a facilitator
      The facilitator as an advocate
      The facilitator as a balancer
      The facilitator as a battery needing a boost
      The facilitator as a breath of fresh air
      The facilitator as a confidant
      The facilitator as a consultative leader
      The facilitator as a coordinator
      The facilitator as a delegator
      The facilitator as a diplomat
      The facilitator as an eternal optimist
      The external facilitator
      The facilitator as a healer
      The facilitator as an inventory keeper
      The facilitator as an island of sanity
      The facilitator as a mediator
      The facilitator as a mistake maker
      The facilitator as a motivator
      The facilitator as a negotiator
      The facilitator as a quitter
      The facilitator as a realistic visionary
      The facilitator as a sheep herder
      The facilitator as a spokesperson
      The facilitator as a succession planner
      The facilitator as a voting member
      The facilitator as a vulnerable human being

Chapter 3: Negotiating your mandate, workplan and resources
      Negotiating your group's mandate
      Preparing your group's workplan
      Establishing your resource requirements

Chapter 4: Selecting, orienting and nurturing your team
      Determining the desired makeup of your team
      Determining the desired size of your team
      Attracting good talent to your team
      Selecting your team members
      Orienting your team members
      Learning about your team members
      Nurturing your team
      Assessing your team
      What to do if you inherit an imperfect team
      Starting a quiet corporate revolution
      Working with external consultants

Chapter 5: Defining your team's rules of engagement
      What rules of engagement are and why they are important
      How rules of engagement can be entrenched
      Establishing accountability in decision making
      Establishing the supremacy of collective interests
      Conflict of interest (COI) guidelines
      Confidentiality guidelines
      Parameters of formal voting

Chapter 6: Establishing your team's ethics and culture
      Affirmations about accountability
      Affirmations about being in the forefront
      Affirmations about communicating
      Affirmations about conflict resolution
      Affirmations about due diligence
      Affirmations about empowerment of individuals
      Affirmations about enjoying work and having fun
      Affirmations about fairness and equality
      Affirmations about honesty
      Affirmations about integrity
      Affirmations about listening
      Affirmations about objectivity
      Affirmations about respect and sensitivity
      Affirmations about risk taking
      Affirmations about team work
      Affirmations about transparency and access to information

Chapter 7: Building relationships with stakeholders
      Identifying your stakeholders
      Identifying the risks of poor stakeholder relationships
      Establishing the benefits of good stakeholder relationships
      Cautions about stakeholder consultation
      Building the relationship with your boss
      Building relationships with other stakeholders
      Evaluating relationships with stakeholders
      Repairing a dysfunctional relationship with a stakeholder

Part 2 (Chapters 8 to 18):
   Making meetings work

Chapter 8: The ten key ingredients of a successful meeting
      Clarity of mandate, purpose, issues, and process
      Participation protocol and etiquette
      Productivity and forward movement
      Flexibility and creative thinking
      Quality discussions and decision making
      Openness, listening and collaboration
      Balance, inclusion and equality
      Shared responsibility
      Variety and a light touch
      Logistical support
      Using the ten key ingredients as assessment tools

Chapter 9: Planning a meeting
      General planning principles
      Every participant's checklist
      Meeting facilitator's checklist
      Planning coordinator's checklist
      Return on investment (ROI) master's checklist
      Timing master's checklist
      Agenda master's checklist
      Logistics master's checklist
      Invitation master's checklist
      Report writer's checklist
      Presenter's checklist
      Script master's checklist
      Minute taker's checklist
      Variety master's checklist
      Boss's checklist
      Mentor's checklist
      External consultant's checklist
      Guest or observer's checklist

Chapter 10: Preparing to launch a meeting
      Every participant's checklist
      Meeting facilitator's checklist
      Logistics master's checklist
      Presenter's checklist
      Greeting master's checklist
      Minute taker's checklist

Chapter 11: Launching a meeting
      Facilitating an on-time start
      Opening remarks
      Explaining the parameters of the meeting
      Establishing support for the agenda
      A warm-up activity

Chapter 12: Steering a meeting to its destination
      Sharing the stewardship
      Managing the overall agenda
      Managing time in a meeting
      Managing issues in a meeting
      Managing people in a meeting

Chapter 13: Pulling your weight in a meeting
      Staying alert
      Exercising due diligence
      Lining up to speak
      Asking questions
      Making presentations
      Answering questions
      Converting negativity into affirmative needs
      Giving and receiving feedback
      Celebrating successes
      Off-line interactions and consensus building
      Helping out
      Managing your hot buttons
      Asserting yourself without getting angry
      Turning failures into learning opportunities
      Taking minutes

Chapter 14: Landing a meeting
Chapter 15: Post meeting activities
      Preparing and circulating the minutes
      Taking follow-up actions
      Analyzing the meeting
      Using meeting assessment checklists: The 6 Ws

Chapter 16: Virtual meetings
      Advantages and disadvantages of virtual meetings
      General tips for virtual meetings
      Building consensus by correspondence
      Building consensus by teleconference calls.
      Building consensus by videoconferences.
      Building consensus by electronic meetings

Chapter 17: Contentious Meetings as Opportunities
      Identifying the causes of controversies
      Identifying the costs of poorly managed controversies
      Identifying the benefits of well managed controversies
      Reducing the occurrence of controversies
      Detecting controversies at an early stage
      Preventive and proactive planning for contentious meetings
      Issue management tools for contentious meetings
      Process management tools for contentious meetings

Chapter 18: Troubleshooting Guide
      Diagnosing meeting ailments
      Principles for curing meeting ailments
      Curing facilitation ailments
      Curing agenda ailments
      Curing time management ailments
      Curing commitment level ailments
      Curing protocol and etiquette ailments
      Curing discussion quality ailments
      Curing logistics ailments
      Benefiting from incurable meeting ailments

Appendices: Case studies
      Appendix 1: The auto rental company
      Appendix 2: The public park policy



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