| Much of the business of the world takes place in | | | | truly can't be settled and the group decides to |
| meetings, both big and small. If you've been in | | | | move on to other topics, do not discuss the topic |
| many meetings, you've probably experienced | | | | again in the same meeting; the decision to move |
| ineffective meetings that seemed like a waste of | | | | on means the issue is settled for the purposes of |
| time. | | | | the current meeting. Pair this concept with "one |
| Parliamentary procedures has developed as a | | | | thing at a time" to bring the focus back to the |
| way to help deliberative assemblies of all sizes | | | | current issue. |
| efficiently and effectively handle their business. | | | | Revisiting old, and still unsettled, matters can |
| Some see these procedures as a rigid set of | | | | seriously bog down a meeting. When people |
| rules that are obstructions to getting things done. | | | | continually rehash and issue, they lose out on the |
| Sometimes these rules have be used and abused | | | | progress they might make on other issues. |
| without understanding of the concepts and values | | | | Remind the group that there are other important |
| they are meant to embody. | | | | issues to discuss in this meeting and the old issue |
| Three concepts that underlie proper parliamentary | | | | can be discussed again at some other time. |
| procedure help keep meetings on track and on | | | | ONE PERSON AT A TIME |
| time. I call them the "three ones." Use these | | | | Large deliberative assemblies could not possibly |
| concepts to improve you next meeting whether | | | | get things done if everyone spoke at once. |
| or not you are using formal parliamentary | | | | Smaller groups can also suffer confusion, disorder, |
| procedure. | | | | circular discussions, loss of information, hurt |
| ONE THING AT A TIME | | | | feelings and other sources of ineffectiveness |
| The first concept is that a group should only | | | | when people talk over each other. Avoid these |
| consider one issue at a time. Until that issue is | | | | bad effects by ensuring everyone speaks one at |
| resolved through some decision, agreement, | | | | a time. |
| action or choice to postpone action on the issue, | | | | When people speak one at a time, they have the |
| nothing else should be discussed. When people | | | | opportunity to have their full say. It is courteous |
| focus their attention on one issue, they can deal | | | | to listen to people without interrupting them and |
| with it more quickly. | | | | members of your group will appreciate receiving |
| Meetings can be derailed by distractions. When | | | | this respect. In addition, others in the meeting will |
| attendant bring up issues willy-nilly, go off on | | | | have a better understanding of what is said when |
| tangents, carry on side discussions and otherwise | | | | they can concentrate their attention on a single |
| try to pursue multiple issues, they undermining | | | | speaker. Use this strategy to increase knowledge |
| their own interest in completing the meeting with | | | | transfer, clarity and respect. |
| good results. Keep your meetings on track by | | | | Though perceived at times as just a set of rules, |
| calling people back to the one issue that is before | | | | parliamentary procedure is built on concepts that |
| the group now. | | | | lead to more effective and efficient meetings. |
| ONCE PER MEETING | | | | Whether you are leading a large formal assembly |
| In any meeting (or day of long meetings) an issue | | | | or a small informal group of coworkers, use the |
| should only be discussed once. Discuss it fully, do | | | | "three ones" to improve the orderliness, |
| what you need to do and move on. If an issue | | | | effectiveness and speed of your meetings. |