A staff meeting was called by the boss to invite suggestions for improving the customer service of the bank. But before taking the opinion, he had circulated the note stating what was the current situation, and what was the general perception among customers and competitors. The note also included what thoughts came to his mind.
After the usual pleasantries, the boss asked what staff members thought about the topic. But no one came forward. One or two members did speak, but they simply concurred with what boss had already shared as his own views. Some others praised the insight of the boss.
Within five minutes, the boss closed the meeting saying, "It looks like you all didn't come prepared. So I call off the meeting, but come back well prepared tomorrow. We'll be here again tomorrow at the same time."
It was an unusual meeting, as typically a boss like "Yesmen", instead of looking for any concrete suggestions. They hold the meeting only to seek concurrence of what has already been decided by him.
Normally, in an official meeting, ordinary members are under pressure in front of their superiors, and hesitate to speak up, not knowing how their views will be taken, or whether they will be ridiculed.
Even if an ordinary member tries to speak, the senior interrupts him saying that the issue has already been addressed. It discourages others as well. So the better option for most members is not to open their mouths, but to nod their heads.
Such an environment dampens team spirit and reduces the productivity and profitability of the organisation. Openness and participation are key factors in success.
A meeting is held to exchange ideas and opinions to arrive at the best possible solution to a problem, but if most of the participating members remain silent, the very purpose will be defeated.
This is why brainstorming is a preferred method of seeking spontaneous, creative ideas and solutions, encouraging participants to freely offer opinions, even wild and ridiculous ones, because sometimes out-of-box suggestions tend to be more workable.
It reminds me of a lady boss, who used to have these kinds of meetings, never in an office setting, but always at a nearby picnic spot or garden. It was a great idea which I followed as best I could.
This technique facilitates in-depth, freewheeling discussion in an informal setting, in which each member of the group is encouraged to think aloud and suggest as many ideas as possible based on their diverse knowledge and experience.
Therefore, it is the responsibility of the organisers of the meeting to provide a reasonable opportunity to all the members present in the meeting to express their views in order to arrive at the best possible option. Only then the purpose of the meeting will be fulfilled.
--Kaushal Kishore
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