Page 223 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

206 Chapter 8

TABLE 8.4 An example of combined meeting notice and agenda

Date: February 8, 2018
To: Curriculum Committee (Berquist, Bourhis, Galanes, King, Morris)
From: Kelly McNeilis, chair
Re: Next meeting of the Curriculum Committee
The next meeting of the Curriculum Committee will be on Friday, February 16 from
1:00 pm to 3:00 pm in Craig 320.
AGENDA (by the end of the meeting we must have an answer for each of the
following questions):
1. What will be the focus of our departmental assessment (student outcomes,
student perceptions, alumni perceptions, or something else)?
2. What areas of the department should be assessed?
3. Whom will we recommend as members of subcommittees to plan assessment
procedures for each area decided under #2?

prepare visual aids such as charts, diagrams, and graphs. Such a report is mentioned
in the minutes by citing it (“see attached”) and a copy stapled to the official set of
minutes.

Formal Reports and Resolutions Many small groups must submit written reports of
their work to a parent organization or administrator. Such reports are often the end
product of a committee’s work and may include findings, criteria, and recommenda-
tions. Usually, the liaison person submitting the written report also gives a brief oral
summary.
The leader submits the report, but the actual writing may be done by one or two
members. A draft is circulated to all members, inviting their suggestions for revisions
and additions. The group then meets to discuss, amend, and eventually approve the
draft report. The final version is signed by all members, copied, and submitted.

Administrative Duties for Virtual Groups Leaders of virtual groups are responsible
for the same administrative functions as leaders of face-to-face teams, also known as
co-located teams. Leading virtual groups, however, is more complicated than leading
face-to-face groups due to the challenges of being in different geographical locations
and time zones, speaking different languages, and often facing different work styles.
7
Remember, virtual teams lack the full complement of nonverbal signals, so text can be
easily misinterpreted, with the negative consequences of these misunderstandings
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amplified in a virtual team. In a multinational study, 94 percent of virtual team mem-
bers reported their inability to ready others’ nonverbal cues as their number one per-
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sonal challenge. Imagine having to lead a group whose members are spread out all
over the country or the globe, with different schedules, times when they can work,
levels of expertise in the use of technology, personality preferences, energy levels, and

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