Have you ever been a member of a jf there are numerous duds, you can committee in which encourage the chairperson to get some —Your input was encouraged but new blood Qn the committee. Call it the output never reflected it? Or expertise and have a few candidates —The meetings were strictly demo,ined up just in case If it>s only a mat_ cratic, but you could never bring yourter of a few thorns_and unless the self to say anything? (And you're not committee has been stacked_ordi a shrinking violet, either.) Or nary members can outmaneuvered -You attended every meeting but alwhh a fajr amount of dlspatch. Seven ways felt as if you had missed one? tested and proved techniques are: Have you wondered why? Have you j Reasoning (Try this first just t0 searched the literature for answers? show you,re a gQod guy) You may have found an out-of-print 2 0utshouting volume stuffed away in some dusty , „..., , , , „ 3. Filibustering corner, left over from a long-forgotten . . . 6 4. Threatening group work course. (Since committee _ „ ... , , . . 5. Ganging up (If you have some work is not a professional skill, not . , , . „ . , .... one to help) much professional emphasis is given to ^ Puttin to shame it.) You may even have discovered one 7 ot of the slick new books published by a S , , t , . /, . That s what they mean in the literature school of business management that ' . . „ , . . . „ on group dynamics when they talk tells you how to maxi ize your , . „, „ , , , about applying group pressure. Most meetings. Few books, however, pre, . rr ' ° ? r r . , . . , ,... , ., , of these techniques are ones you sent basic survival skills for those who , , , , , , . spend much of their working life in learfed °n ,the Pla^rond bac^ |n committee meetings. grade and thought everybody Part of the problem is that the lit0vey 12u had, outgrown' ,If JTM find , ... . ... you re the only sane one m the group, erature about committees is written 3 , 3 , , i. . „ , . . , you had better shut up or get out ldeahstically. It tells you what to do ' , re , .. », , fore you become too upset. Know under optimum conditions. Now, who 3 ever saw an Optimum Condition? Most w ^OU are 1C e • committees are composed, after all, Chairpersons are a different matter. of people. Unfortunately, the worldA clever one can almost guarantee re like organizations-is full of narrowsults b? the way he or she structures minded, pigheaded, sly, opinionated, the comm'ttee and manages the meet bigoted manipulators. We, on the other m®s Fortunately, there seem to hand, are always broadminded, intelfew Real Pros who are chairin8 com ligent if not brilliant, open, abovemittees' There are far more semibun board, fair, rational, and reasonable. «lers and bun8lers occupying seats of But we are in the minority. Just accept Power Bun8lers and semibunglers that. What to do if you find yourmay hard on y°ur nerves but they self on a less than ideal committee? can>t do nearly as much dama§e be cause they don't know what they're do ing. You just have to give them a lot of suggestions, support, and loving at To begin with, the fatal fallacy is tention—then try to persuade them to to expect rational behavior! When— resign because the strain is undermin with the exception, of course, of ouring their health, selves—were human beings ever ra tional? Once you have that misconcep tion out of the way, try to figure out what's going on. Is the problem a poor The Real Pro is another animal. Some, choice of membership? Was it one of admittedly, are as true as arrows and those deals in which whoever voluncommitted to the common good. But FATAL FALLACY
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