Meeting Optimization Program: A “Workshop in a Box” to Create Meetings That Are Transformational Tools for Institutional Change

Publication ID Published Volume
10569 April 13, 2017 13

Download the Educational Summary Report

Abstract

Introduction: Stemming from an initiative launched at the University of California, San Francisco, School of Medicine’s retreat in 2014, a group of 15 senior faculty and administrators convened to explicitly discuss strategies for creating an institutional culture of leadership. The group agreed to focus on improving a foundational skill involved in almost all leadership activities: running effective meetings. Meetings are necessary to advance institutional vision and growth. Moreover, meetings also can be detrimental if not run effectively, leading to lost productivity and meeting fatigue. Methods: A working group developed and disseminated a workshop for learners, faculty, and administrators to create an institutional culture where meetings are interactive and transformational events. The resulting Meeting Optimization Program (MOP) is a 75- to 90-minute workshop that contains the key elements of effective meetings culled from existing literature and resources. MOP includes interactive discussion and a role-play to allow participants to practice effective meeting skills. The toolkit includes a facilitator guideline and a companion checklist of skills and resources. Results: Working group members cofacilitated workshops for a variety of divisions across the campus. Participants rated the workshop highly for achieving its goal, for its overall effectiveness, and for the general format. Several participants became facilitators in a modified train-the-trainer model. Feedback highlighted the need for another iteration of the workshop focusing on facilitation. Discussion: Creating change in complex systems inevitably involves meetings. Using MOP, institutions can empower their members with the tools to have effective meetings.

Citation

Kuo AK, Wilson E, Kawahara S, Horning D, Belger S, Lucey C. Meeting Optimization Program: a “workshop in a box” to create meetings that are transformational tools for institutional change. MedEdPORTAL Publications. 2017;13:10569. https://doi.org/10.15766/mep_2374-8265.10569

Educational Objectives

By the end of this session, learners will be able to:

  1. Evaluate appropriate reasons for setting up a meeting.
  2. Describe key steps to effectively prepare for a meeting.
  3. Practice critical components of effectively running a meeting.
  4. Identify specific action steps to improve meetings in the future.

Keywords

  • Leadership, Organization and Management, Organization, Management, Communication, Faculty Affairs, Group on Faculty Affairs, GFA

Prior Scholarly Dissemination

The sample agenda and checklist were posted on the MOP 101 page at the University of California, San Francisco, School of Medicine Web site (http://medschool.ucsf.edu/mop-101) on October 10, 2015.

References

  1. Anderson LW, Krathwohl DR, eds. A Taxonomy for Learning, Teaching, and Assessing: A Revision of Bloom’s Taxonomy of Educational Objectives. New York, NY: Longman; 2001.

  2. Hall J. Americans know how to be productive if managers will let them. Organ Dyn. 1994;22(3):33-46. https://doi.org/10.1016/0090-2616(94)90046-9

  3. Hall J. Lost on the moon. Psychol Today. November 1971:51-54.

  4. Harolds J. Planning and conducting meetings effectively, part I: planning a meeting. Clin Nucl Med. 2011;36(12):1106-1108. https://doi.org/10.1097/RLU.0b013e31823654be

  5. Harolds JA. Planning and conducting meetings effectively, part II: some component aspects of a meeting. Clin Nucl Med. 2012;37(1):71-73. https://doi.org/10.1097/RLU.0b013e318238c24b

  6. Harolds JA. Planning and conducting meetings effectively, part III: keeping meetings on track. Clin Nucl Med. 2012; 37(2):164-165. https://doi.org/10.1097/RLU.0b013e31823ab454

  7. Haynes ME. How to conduct quality meetings. Clin Lab Manage Rev. 1990;4(1):29-36.

  8. Hill GW. Group versus individual performance: are N + 1 heads better than one? Psychol Bull. 1982;91(3):517-539. https://doi.org/10.1037/0033-2909.91.3.517

  9. Kauffeld S, Lehmann-Willenbrock N. Meetings matter: effects of team meetings on team and organizational success. Small Group Res. 2012;43(2):130-158. https://doi.org/10.1177/1046496411429599

  10. Leach DJ, Rogelberg SG, Warr PB, Burnfield JL. Perceived meeting effectiveness: the role of design characteristics. J Bus Psychol. 2009;24(1):65-76. https://doi.org/10.1007/s10869-009-9092-6

  11. Luong A, Rogelberg SG. Meetings and more meetings: the relationship between meeting load and the daily well-being of employees. Group Dyn. 2005;9(1):58-67. https://doi.org/10.1037/1089-2699.9.1.58

  12. Meeting Optimization Program. UCSF School of Medicine Web site. https://medschool.ucsf.edu/meeting-optimization-program. Accessed November 17, 2016.

  13. O’Dea NA, de Chazal P, Saltman DC, Kidd MR. Running effective meetings: a primer for doctors. Postgrad Med J. 2006;82(969):454-461. https://doi.org/10.1136/pgmj.2005.042424

  14. Pigeon Y, Khan O. Leadership lesson: tools for effective team meetings—how I learned to stop worrying and love my team. Association of American Medical Colleges Web site. https://www.aamc.org/members/gfa/faculty_vitae/148582/team_meetings. Accessed December 1, 2016.

  15. Rice PL. Making minutes count. Bus Horiz. 1973;16(6):15-22. https://doi.org/10.1016/0007-6813(73)90072-4

  16. Romano NC, Nunamaker JF. Meeting analysis: findings from research and practice. In: Proceedings of the Thirty-Fourth Annual Hawaii International Conference on System Sciences. Piscataway, NJ: Institute of Electrical and Electronics Engineers; 2001.

  17. Tillman R Jr. Problems in review: committees on trial. Harv Bus Rev. 1960;38(March-April):7-12, 162-172.

Material Access

Please sign in to access this material.

Please register for an AAMC account if you do not have one.

Register

  • Contact Us

Subscribe to Our Quarterly Newsletter

Receive featured content & announcements!

ISSN 2374-8265