Meeting Management and Group Character Development
Summary
The article Meeting Management and Group Character Development by Dr. Timothy J. Kloppenborg is in formative and provides great insight on how leaders can establish effective meetings, which can reduce inefficiencies in an organization and group thinking by strengthening employees’ characters. Since most groups get stuck in defensive routines, which make them ineffective in their operations, group learning is important in shaping and developing the group’s character. The failure to interrupt dysfunctional cycles in group meetings leads to the formation of a counterproductive environment that affects the efficiency of group meetings.
In inefficient meeting, members do not openly discuss perceived embarrassing or threatening issues and they also cover-up their group members, which limits organization learning. Additionally, excuses or actions that maintain the original by-pass are employed, and they are always characterized with adverse behaviors, such as arriving late or leaving early. Leaders can improve the quality of meetings and influence the group’s character by using a quality decision-making framework such as the Plan Do Study Act (PSDA) Cycle.
A leader using the PSDA Cycle normally formulates a ‘plan’ of understanding the members of the meeting in his/her first meeting, as well as the character of the group. In the subsequent meetings, the individual fosters the creation of relationships among members, he/she understands the tasks at hand, and finally he/she understands the learning gaps in the meeting. Thirdly, a leader encourages member to evaluate the success of the meetings. Lastly, he/she incorporates the lessons learned from the evaluation process, which helps him/her make and effective meeting. Therefore, these procedures enable individuals to develop character by enabling members to create relationships.
Reflection
Kloppenborg (1999) article Meeting Management and Group Character Development provides important information that leaders can use to improve the quality of their meetings. Importantly, he acknowledges that most meetings are just conducted as routines and members always avoid embarrassing topics. Accordingly, essential topics are usually left out, as members always avoid conflicts or embarrassments, which makes the meetings ineffective. Further, he realizes that a counterproductive environment may be present in an organization, which can make members to get stuck in defensive routines.
From my experience, Kloppenborg (1999) views are accurate, since in most meetings, members are always exceedingly careful when sharing their views. As a result, most of them avoid topics that may appear to undermine the management. Similarly, most members avoid topics that may make them have conflicts with their seniors. Therefore, an organization’s “internal politics” threatens the success of meetings. Due to the perceived threats or embarrassments that can be caused by introducing sensitive issues, most members cover-up or protect other members, which limits the effectiveness of meetings. The overall effect of such behavior is the development of harmful characters such as arriving late for meetings, leaving early, discussing safe topics, or dissolving meetings.
Kloppenborg (1999) opinion on how leaders can establish effective groups and influence positive character in groups is realistic and accurate. He asserts that leaders can influence a group’s character using by using a quality decision-making framework such as the Plan Do Study Act (PSDA) Cycle. This strategy entails leaders first understanding his/her group members. This information helps him/her to create a relationship with them. Having created a relationship, the leader is able to evaluate the performance of the meeting, which enable him/her to act. Accordingly, Kloppenborg (1999) PSDA Cycle approach of creating effective meetings is systematic and logical. Furthermore, his assertion that the creation of a conducive environment for holding meetings leads to an improvement in the group’s character is realistic.
The lessons from Kloppenborg (1999) article will be important in enabling me to establish effective meetings for my team and influence my group’s character. In particular, I will plan for the meetings by identifying the participants, familiarizing with group’s history, gathering information about the meeting, delegating roles, and learning its goals and objectives. This information will make have the ability to be more assertive and express leadership in the meetings. Further, the delegation of roles will make all team members to be responsible in addressing specific issues in the meeting. In addition, I will always ensure that my meetings have an agenda and a review of previous meetings is read so that individuals can get a clarification on any issue. This information will enable team members to aim at creating relationships and learn from each other by actively participating in the meeting.
Besides holding meeting that specific objectives, I will regularly ask for feedback from other members of the meeting. The information from these individuals will enable me to evaluate the performance of meetings and establish ways that I can make them more effective. Finally, I will always collaborate with note takers and facilators to establish agendas for next meetings. This continuous monitoring of issues will enable the team to have progressive an effect meetings. In conclusion, this structure of my meetings will not only help in ensuring that the group is able to make good decisions, foster relationships, and improve the competence of its members, it will enable the group to develop its character.
 
 
References
Kloppenborg, T. (1999). Meeting management and group character development. Journal of Managerial Issues, 11(2), 166-179.