Clients often ask me for advice on how to prevent and deal with problematic behaviors during meetings, One suggestion I make is to establish discussion guidelines at the start of the meeting: Please speak after being recognized by the Chair, stay on track, focus on issues (not people), keep the tone of discussions respectful and civilized, and limit your comments to 3 minutes each. The group should then be asked if it agrees to follow these guidelines.

Imagine this scenario:At a meeting, a member presents a report in a manner that leaves no doubt about his firm belief that his findings are absolutely correct. In the discussion that ensues, he instantly dismisses concerns and responds harshly to questions. When critics press on, he loses his temper and threatens to resign. Finally, he leaves angrily, yelling profanities on the way out.

Is there a problem here? Of course. The member's defensiveness is bound to poison the air and make it unsafe for members to ask legitimate questions. This may diminish their ability to make informed decisions in a measured and thoughtful manner. Moreover, if the group has no strength, it may end up capitulating to this behavior and make flawed decisions under pressure, thereby potentially placing the organization at risk.

What measures might you take to deal with this problem and prevent the damage to your decision-making process? Consider reactive and proactive measures.

A reactive measure is something you do when you encounter a dysfunctional behavior. In the above case, the Chair could interject: "Jack, this is not about you, but about the report. We need you to make it safe for people to do their jobs and ask questions about the report. Can you please help us out?" If the Chair does not interject in this manner, any meeting participant can do so: "Jack, I am having a hard time. This is a very important report and I need some room to ask some questions. This is not about you. It's about the report. Can you please hear me out?"

A proactive measure is something you do to prevent or reduce the likelihood of a dysfunctional behavior. It may start with an orientation program for your group, during which you may emphasize the need for everyone to help make it safe for people to ask questions and raise concerns. Suggest that there is no such thing as a stupid question or concern, except perhaps those that are not brought forward. Share stories of decision-making bodies that failed due to obstacles being placed in front of members' scrutiny and due diligence.

Another proactive measure is as follows: If, prior to a meeting, you suspect that a member is too attached to certain outcomes and may become defensive, try speaking to him or her in advance of the meeting: "Jill, can I have a word with you? Thanks. It's about your report. I know how hard you've worked on it, but I also know that there may be some questions and concerns about it. I need you to help me make it safe for people to fully question your findings. Can I count on your support?"