PDF Meeting Procedure Fundamentals: Based on Roberts Rules of Order, Newly Revised

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Parliamentary Procedure for Meetings. Robert's Rules of Order is the standard for facilitating discussions and group decision-making. Copies Motion: To introduce a new piece of business or propose a decision or action, a motion must be.
Table of contents

The initial release of this set of services was implemented by a team of engineers. After that release, another team of approximately the same size joined, as well as its development manager. At first, the development team was not structured cross-functionally, in that an engineering team would consist entirely of engineers reporting to the same manager. After approximately 1. Within days of separating into cross-functional teams that each consisted largely of junior members, organizational problems surfaced. There was no clear decision-making process: whereas architectural decisions had previously reached consensus and been recorded with little controversy, there was no longer a clear path towards consensus in cases of disagreement.

This is exemplified by a technical proposal made by one team regarding a decision affecting all teams and that received 56 comments, most of the last 30 being an argument between two people from different teams. This discussion reached a stalemate for weeks. It became clear that alignment between teams could not be relied upon to happen naturally and that it was necessary to implement some remedy in a timely manner.

Under the abstract hypothesis that the root cause of our observed organizational problems was a fracturing of shared understanding, we chose three specific short-term Aims with respect to which we would be better able to directly measure success:. A fundamental part of onboarding new team members would, in this terminology, involve familiarizing them with those bylaws. This prompted us to look for more analogies with the structures and principles described in RONR. RONR begins by defining and describing several different types of deliberative assembly: mass meetings, local assemblies of an organized society, conventions, legislative bodies, and boards.

Of these, the convention and the legislative body were not relevant to our case. RONR recounts that new organizations are generally established at a mass meeting. The first pieces of text committed to this repository were drafted collaboratively among the more senior team members, and that draft was then brought to all 23 members to finalize and endorse during what roughly corresponded to a mass meeting.

The initial commits to the repository added a charter, a list of bylaws, and a list of component architects; the latter is described in Component Architects and Expertise below.

Account Options

Those rules of order include rigid mechanisms for bringing motions to order, seconding motions, and numerous other details which we deemed overly constrictive for us at that time. The first step we took was to collaboratively define an explicit team charter, with the goal of keeping it to one sentence. Since these can change, we do not expect to treat our charter as immutable, but rather as slow to change.

Instead, after having taken time to craft a clear and concise charter [4] that had been endorsed by all previously existing team members, we were able to establish that shared understanding with a one-way message that was delivered in seconds. This was a small but significant first step towards Aims 1 and 2; obviously, minimizing time spent in meetings that include 23 people is advantageous. The first draft of our bylaws was written collaboratively by the more senior team members and their development manager, and was finalized during an hour-long meeting including all members of teams in our larger organization.

We attempted to encode methods for efficient decision making see Component Architects and Expertise below and for low overhead of communication of decisions after they are made details given below. Finally, we were careful to avoid restricting team autonomy in any way we felt not strictly necessary for achieving the above goals.

Our bylaws are given in Appendix I , redacted as per confidentiality requirements. In particular, lack of deliberate stewardship of a component had often led to indecision during new feature design and to architecture violations during implementation. We identified the concept of officers of a formal organization, as given to RONR, as an analogy to this concept.

Robert's Rules of Order - Mastering the 3 Most Important Motions

Our bylaws encoded that significant design, technical, and architectural decisions would be reached by consensus that includes both external stakeholders and component architects. Taken together, these worked towards Aim 3: we expected that requiring consensus among all stakeholders, who include component architects, would encourage informed decisions.

Recording those decisions in ADRs provided a straightforward way to disseminate that information with low overhead. The practices and values described in XP are sometimes accompanied by a description of common roles on software development teams. Temporary committees are defined in RONR as small, autonomous groups that form in order to establish a particular task or carry out a particular investigation.

One example of a way that this concept might manifest is the establishment of a temporary committee of people with architect roles in order to design a new system. We agreed to adopt that construct at an emergency team-wide meeting that was called to address specific support issues, after which we amended our bylaws accordingly. We note that this is another case of self-organization which emerged in a form described in RONR. The drafting of a charter and bylaws was carried out collaboratively by a group of more senior team members.

During that time period, it might be argued that this group functioned as a board, notwithstanding that the goal of that team was to make a board-type structure unnecessary. As the organization grows further, it is possible that it will become necessary to establish a formal board; we do not speculate under what conditions that would be the case for an engineering organization contained within a larger corporate structure. We sent an anonymous survey to 20 organizational members including engineers and development managers, but excluding ourselves asking their assessment of whether our approach helped them:.

We chose question types 1, 2, and 3 to be in direct correspondence with Aims 1, 2, and 3. The survey population was composed of two groups. Our team was composed both of team members who were onboarded using our experimental approach Group A and of team members who had previously been onboarded but were present for the onboarding meeting in which we presented the framework described here to new members Group B. For Group A, we asked variant A of question types Questions 1A — 3A, respectively asking how effective they think our approach was; for Group B, we asked variant B of questions Questions 1B — 3B, respectively , asking them to assess how effective they think our approach would have been for them during their previous onboarding.

Account Options

Members, complete information from the last Convention that has not been finalized, and the Convention Committee will report at the next meeting. You have a written committee report. The committee recommends you adopt the following resolution. It is moved and seconded to create a special committee of three members to be appointed by the president to report recommendations on requirements for annual continuing education credits for members. We need to set the date for our next meeting. It looks like September 18 is the usual date. Shall we meet next at 3 pm on September 18?

Here are the eight steps required from start to finish to make a motion and get the decision of the assembly. Each step is a required part of the process.

Robert's Rules Online: RulesOnline.com

This list is a quick reference to make it easy for you to set up a basic agenda for your meeting. R eading and approval of minutes. R eports of officers, boards , and standing committees. R eports of special select and ad hoc committees. S pecial orders.

Articles & Scripts | Nancy Sylvester , MA, PRP, CPP-T

Reports of officers and committees: The fact that the reports of officers, boards, and standing and special committees were given, and what action was taken, if any. Occassionally, secretaries will include a brief summary of the committee reports, if they give information about the year's work. Some minutes give the entire treasurer's report, and some just give beginning and ending balances. Members should decide how much of the treasurer's report they want in the minutes. If the members receive a copy of the treasurer's report, perhaps only the beginning balance, total income, total expenditures, and the ending balance need to go into the minutes.

Special orders - election of officers: When nominations and elections are being recorded, the names presented by the nominating committee are recorded first, and then the names of those nominated from the floor.


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In reporting the vote, the secretary includes the tellers' committee report - a record of all the candidates and how many votes each received - in the minutes. The chair's declaration of each member elected is then recorded. For an example of a teller's report and how the president handles it, see Chapter 12, "Election by Ballot Vote" and "Teller's Sheet and Report.

Here's an example of problems that arise when details are left out of the minutes. An organization elected board members for a three-year term. It elected two board members in odd years, and three members in even years. Some board members moved and left the organization, which created vacancies that had to be filled. Because the organization didn't record in the minutes which members were elected at which time, the members didn't know if they were electing members to fill a full three-year term or a shorter remaining term.

Board Meetings — FAQs

The lesson here is obviously to be specific in recording elections in the minutes. Unfinished business: The minutes should include unfinished business only if there was unfinished business on the agenda.

The minutes should state what action was taken on business that carried over from the previous meeting. The name of the maker of a motion but not the person who seconds it - unless doing so is customary or the group desires it. The final wording of all main motions with amendments incorporated and all motions that bring a question back before the assembly. Also, what happened to each motion - whether it was adopted, lost, or temporarily disposed of.

If a motion was withdrawn, it is not recorded. However, if a motion has been postponed to another meeting and then withdrawn, note this fact in the minutes so that there is some record of the disposition of the motion.