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Why Action Meetings?

The evolution of Action Meetings

Quotable Quote

  Whatever is rightly done, no matter how humble, is noble. 
Frederick Henry Royce (of Rolls Royce)

Home arrow The evolution of Action Meetings

How many poor meetings will you suffer? 

Action Meetings were developed by someone who was fed up with nothing getting done in or after meetings.  But he didn't just try a few 'tweaks' - he undertook a systematic analysis of the root causes and contributing factors of meeting failure

Some of the contributing factors and causes were:

  • There was too much talking;
  • Most of the discussion was irrelevant;
  • Discussion diverged (and usually became irrelevant);
  • People had 'hidden agendas' or there was 'power play' exhibited;
  • Some people did not participate.

Then he applied the Corrective Action Tracking System (CATS) process to these contributing factors and determined how each could be neutralised and turned into a process step to render a better result.

It became apparent straight away that this new process lead to significantly more work being done in the meetings and, more importantly, actions completed after the meeting. 

The resulting process was named "Action Meetings" because the innovative use of a number of inter-related elements ensures that any meeting focusses on outcomes and the actions required to deliver these.

Since those early days, many improvements have been implemented as and when new information and learnings became known and understood.  The Action Meetings process is under constant review and all practitioners are encouraged to share their experiences and suggest improvements which is all part of the continuous improvement approach adopted.

Be warned, if you or your organisation does not want to be high-performing then Action Meetings are not for you.  Unfortunately, in those circumstances you'll have to continue to endure many more painful meetings that create little or no value at all.


What customers say

  After some excellent facilitation and training on Action Meetings we have split our meeting into Administration, Operational, and Strategic.  We now easlily get through the administration and operational matters in the morning with the whole afternoon session focussed on strategic matters.
Richard Toner, President, Building Officials Institute of New Zealand

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