It is often said that the business of business happens in groups. Indeed, the organization’s decision-making processes are heavily centered in groups. We all know that management is a concerted effort. Communication to and coordination of the tasks of various departments are achieved through different techniques, and meetings are one of the widely used and most effective communication and coordination tools.
Learn and Understand All About Meeting
Meaning of Meeting
Thus, a meeting is a positive discourse between two or more people to share and exchange opinions, ideas, plans, budgets, and thoughts. Murphy, Hildebrandt, and Thomas said, “A meeting is a gathering of two or more people where purposeful discourse occurs.
The purpose varies with the variation of time and issue. However, it is a deliberate gathering of people to communicate or share ideas and views, solve problems, or give directives to the organizational people.
Therefore, a meeting is a purposeful communication tool/technique held between or among people to discuss issues of interest to the organization and to decide upon courses of action to achieve organizational goals.
7 Purposes of Meetings
Meetings are a very useful communication technique for dealing with various issues that cause problems for management. The following objectives are achieved through holding meetings:
Conveying Organizational Vision, Mission, and Operational Plans
Meetings are held to convey the organization’s vision, mission, or operational plans to departmental/unit heads in a convincing manner so that they can carry them forward with zeal and enthusiasm.
Reviewing Progress
Meetings are held to review the progress of various programs, projects, organizational plans, or departmental work to assess their effectiveness and determine actions to improve any setbacks.
Informing Progress
Meetings are held with various stakeholders such as shareholders, partners, and financiers, to inform them about the progress of the work and the achievements, thereby addressing their concerns regarding investments.
Solving Problems
Frequent meetings in business organizations aim to reach an agreed-upon, productive, and constructive course of action to resolve problems that pose a threat to organizational prosperity and progress.
Building Solidarity
Meetings among members of the organization help build solidarity. These meetings may be formal or informal, but close interpersonal dialogue and contact between and among people increase social bonds and mutual dependency. This leads to greater group cohesiveness and unity.
Announcing Changes
Meetings are convened to announce new mission statements, programs, expansion plans, or policies related to pay, protection, safety, discipline, etc., which may bring about a change in existing organizational practices. People often resist change, so a meeting explaining the purpose, background, benefits, and measures to mitigate negative consequences can make the program more acceptable and successful.
Celebrating Success
Meetings are held to celebrate organizational successes and share the pride with all members of the organization. This enhances organizational loyalty and commitment to the work.
6 Effective Meeting Strategies
Good meetings are essential for collective decision-making, planning and follow-up, accountability, democracy, and other practices that will help you to build a good organization.
Meetings are vital for the work of any organization. If meetings are used correctly, they can help an organization to be efficient. However, like all organizing tools, meetings can be poorly used and end up not serving the purpose they are supposed to.
Sometimes we seem to attend too many long meetings, which discuss the same thing over and over again without seeming to move forward. Meetings can become places where conflict is played out.
Some people can also see attending meetings as working for the organization instead of seeing it as a tool for getting work done. We should try to make our meetings where we get democratic and constructive participation and involvement from our members.
Don’t Meet
Avoid a meeting if the same information could be covered in a memo, e-mail, or brief report. One key to more effective meetings is differentiating between the need for one-way information dissemination and two-way information sharing.
To disseminate the information, you can use various other communication media, such as sending an e-mail or posting the information on your company’s intranet. If you want to be certain you have delivered the right message, you can simply schedule a meeting to answer questions about the information you sent.
By remembering to ask yourself,
“Is a meeting the best way to handle this?”
You’ll cut down on wasted meeting time and restore your group’s belief that the meetings they attend are necessary.
Set Objectives for the Meeting
Set objectives for the meeting!
Before planning the agenda for the meeting, write down a phrase or several phrases to complete the sentence:
“By the end of the meeting, I want the group to..”
Depending on the focus of your meeting, your ending to the sentence might include phrases such as:
- be able to list the top three features of our newest product,
- have generated three ideas for increasing our sales,
- understand the way we do business with customers,
- leave with an action plan,
- decide on a new widget supplier,
- solve the design problem.
One benefit of setting objectives for the meeting is to help you plan the meeting. The more concrete your meeting objectives, the more focused your agenda will be.
A second important benefit of having specific objectives for each meeting is that you have a concrete measure against which you can evaluate that meeting.
- Were you successful in meeting the objectives?
- Why or why not?
- Is another meeting required?
Setting meeting objectives allow you to improve your effective meeting process continuously.
Provide an Agenda Beforehand
Provide all participants with an agenda before the meeting starts.
Your agenda needs to include a brief description of the meeting objectives, a list of the topics to be covered, and a list stating who will address each topic and for how long.
When you send the agenda, you should include the meeting’s time, date, and location and any background information participants will need to know to hold an informed discussion on the meeting topic.
What’s the most important thing you should do with your agenda? Follow it closely!
Assign Meeting Preparation
Give all participants something to prepare for the meeting, and that meeting will take on a new significance for each group member.
Have the group read the background information necessary for problem-solving meetings to get down to business in the meeting.
Ask each group member to think of one possible solution to the problem to get everyone thinking about the meeting topic.
For example; to start a sales meeting on a positive note, have all participants recall their biggest success since the last meeting and ask one person to share his success with the group. For less formal meetings or brainstorming sessions, ask a trivia question related to the meeting topic and give the correct answer in the first few minutes of the meeting.
These tips are sure-fire ways to warm up the group and direct participants’ attention to the meeting objectives.
Assign Action Items
Don’t finish any discussion in the meeting without deciding how to act on it. Listen to key comments flag potential action items, and don’t let them pass by without addressing them during your meeting. Statements such as We should work really.
That’s a topic for a different meeting. Or I wonder if we could.
Are examples of comments that should trigger action items to get a task done, hold another meeting, or further examine a particular idea?
Assigning tasks and projects as they arise during the meeting means that your follow-through will be complete. Addressing off-topic statements during the meeting in this way also allows you to keep the meeting on track.
By immediately addressing these statements with the suggestion of making an action item to examine the issue outside of the current meeting, you show meeting participants that you value their input as well as their time.
Examine Your Meeting Process
Assign the last few minutes of every meeting at a time to review the following questions:
- What worked well at this meeting?
- What can we do to improve our next meeting?
Every participant should briefly provide a point-form answer to these questions.
Answers to the second question should be phrased in the form of the suggested action.
For example, if a participant’s answer is stated as Jim was too wordy, ask the participants to re-phrase the comment as an action. The statement we should be more to the point when stating our opinions is a more constructive suggestion.
Remember; don’t leave the meeting without assessing what took place and making a plan to improve the next meeting!
9 Functional Roles Performed by Members in Meetings
Sattler and Miller (1966) have identified nine roles of an effective meeting participant, which are discussed below:
Organizer
A member plays the role of an organizer when he/she provides procedural suggestions to steer the discussion back on track if it starts to wander off course. This member can guide the group back to the central issues.
Clarifier
A member can act as a clarifier when issues become unclear. A clarifier points out misunderstandings and attempts to clarify unclear expressions or vague ideas.
Questioner
Many questions may arise that require clarification. Participants should seek to fill knowledge gaps for themselves and others. It’s essential to differentiate between vital and inconsequential questions, but when in doubt, don’t hesitate to ask your questions.
Factual Contributor
A member can make a valuable contribution by adding substantive information to the discussion. Presenting factual information in a positive and polite manner increases its acceptability. Participants who bring valid, credible data to a meeting are highly valuable.
Energizer
This role involves finding ways to keep participants interested and motivated, especially when the energy in the meeting is low. Meetings can sometimes become gloomy or frustrating, and an energizer injects enthusiasm among members, bringing light at the end of the tunnel.
Idea Creator
Meetings benefit from the diverse viewpoints of their members. Those who contribute new, different, or even unusual ideas are valuable participants. They provide opportunities to generate the best ideas for solving problems.
Critical Tester
Every meeting needs someone willing to tactfully challenge the validity and reasonableness of contributions.
Therefore, you should not hesitate to challenge unsupported conclusions, outdated sources, biased information, incomplete facts, unclear cause-and-effect relationships, vague references or sources, and other illogical matters that could negatively influence the discussion.
Focus on critiquing the idea, content, evidence, and reasoning rather than the person presenting it.
Conciliator
This role involves breaking deadlocks in situations of serious disagreement between parties that can stall the meeting’s progress. When both sides refuse to yield and risk losing face, a member can attempt to find middle ground and seek a compromise.
Helper of Others
A member should aim to help those who may feel inadequate or hesitant to speak up in the meeting rather than embarrass them. Encourage their contribution tactfully and cooperatively.
13 Participant Responsibility in a Meeting
You may be a participant instead of a leader at a meeting, but you must contribute positively rather than merely fulfilling the quorum. Your contribution depends on your assigned role.
Communication experts offer various suggestions for participating in meetings. For your convenience, we have summarized the following guidelines for an effective participant:
Take Preparation
Study the agenda carefully. Identify the items of interest and thoroughly brief yourself on these topics to make a meaningful contribution. Read any circulated information beforehand. Prepare written or visual aids to enhance your contribution. Note down all the points you wish to make and practice your speech based on these notes.
Follow the Agenda
Adhere to the agenda if one is predefined. Avoid introducing new items or commenting on such items if others bring them up. In the absence of an agenda, stay within the general meeting goals.
Do Your Best
Utilize your knowledge, sensitivity, and analytical skills to contribute ideas, suggestions, propose solutions, or present existing ones in a novel manner. Give the meeting your best effort, and do not hold back, ensuring your participation is meaningful.
Behave Rationally
Maintain an open mind, listen to evidence and arguments, and withhold personal decisions until evidence and arguments have been presented. Rational behavior prioritizes the group’s interests over personal ones, requires critical thinking, and demands the courage to set aside personal animosity.
Play Fair
Meetings are cooperative activities, not competitive events where you champion your viewpoint. Avoid engaging in debates within a meeting. Present your ideas, evidence, or seek input from others. Provide and receive opportunities for others to speak and ensure the meeting’s productivity.
Do Not Talk Too Much
Speak only when you have something to say, but avoid consuming excessive time. Respect others’ rights to speak and remember that time is a valuable resource.
Cooperate
Meetings require cooperation from all members. Respect the leader’s efforts to facilitate progress and assist other participants in practical ways.
Control Your Negative Impulses
Avoid losing your temper or getting involved in unnecessary, damaging conflicts. Suppress negative impulses during the meeting.
Be Conciliatory and Accommodating
Dynamism is crucial for a meeting. Strong opposition often leads to anger. Avoid vehemently opposing current thinking and refrain from sounding dogmatic. Seek to understand others’ perspectives, gracefully agree if they are correct, and enhance your prestige.
Avoid Lecturing, Patronizing, and Condemning
Refrain from lecturing or patronizing others, as this can create feelings of ignorance. Avoid any form of condemnation, which may lead to resentment.
Listen and Participate
Carefully listen to what other members say and what they do not say. Ask questions, maintain an open mind, and express your thoughts and feelings regarding their ideas. Actively participate in the discussion.
Take Notes
Take notes of what others say to avoid forgetting key points. Analyze the information and provide constructive ideas related to the meeting’s agenda or purpose.
Be Courteous
Courtesy is a valuable trait. Behave gently, speak politely, and respect others and their viewpoints.
22 Steps of Conducting Meetings
Meetings can be either formal or informal. Formal meetings require adherence to set rules and procedures, generally referred to as parliamentary procedure (Lesikar and Flatley, 2005:415). You should study books covering parliamentary procedure before conducting a formal meeting. In less formal meetings, these rules can be adjusted to suit the situation.
However, you should practice the following techniques to successfully conduct a meeting:
Determine the Purpose
Clearly define the central purpose of the meeting. This will help determine whether calling a meeting is necessary. Generally, meetings serve either to gather information or to make decisions, and many meetings may have both purposes (Thill and Bovee, 1999: 435).
Select the Participants
Invite only those whose presence is essential, and the number of participants should align with the meeting’s purpose. For informational meetings with a single speaker, a larger group may be suitable, but for problem-solving, limit the number to 6 to 12 people (Waddell and Thomas, 1993:40-44). Ensure that only individuals directly involved with the meeting’s subject are invited.
Set the Meeting Date, Time, and Location
Specify the exact time and date for the meeting, avoiding scheduling it on regular holidays for formal meetings. Be precise about the location, ensuring it has adequate space and facilities.
Select the Agenda and Distribute
An agenda outlines what will be covered in the meeting (Murphy, Hidebranot, and Thomas, 2001:483). It lists the topics for discussion. Distribute the agenda to participants several days before the meeting to allow them to prepare adequately.
Prepare the Location
Set up the meeting location to meet the meeting’s requirements, including seating arrangements, technical equipment (microphones, video, etc.), tables, a platform (if needed), room temperature, lighting, ventilation, acoustics, and refreshments. Pay attention to these details as they can significantly impact the success of the meeting.
Start on Time
Commence the meeting punctually. Avoid waiting for members who are late. Focus on those who are present, not those who are absent, as starting on time increases the likelihood of ending on time.
Begin with an Opening Statement
The chairperson should begin with a neutral, unbiased opening statement to set a positive tone for the meeting. Opening remarks should be concise, lasting no more than a minute or two.
Follow the Plan/Agenda
Adhere to the meeting plan and agenda item by item. Although discussions may occasionally veer off course or new topics may arise, you can address these at the end or in future meetings.
Keep the Discussion on Track
As the leader, it’s your responsibility to maintain focus during discussions. If the conversation strays off-topic, guide it back. Use your judgment to ensure discussions remain productive, avoiding redundancy, excessive detail, and irrelevant comments.
Control Those Who Talk Too Much
Managing individuals who tend to dominate discussions can be challenging. While democratic principles should allow everyone to speak, you should tactfully control those who monopolize conversation, ensuring they contribute meaningfully within the bounds of business etiquette.
Stimulate Non-participants to Talk
Encourage all participants to engage in discussions, especially those who are less talkative. Solicit their viewpoints and show respect for their comments, even if they may initially seem illogical.
Remain Impartial
Stay impartial and avoid revealing personal biases, particularly when conflicts arise due to differences in opinion and personality. Maintain a neutral and logical stance in your judgments, opinions, and comments.
Control the Meeting
Ensure that only one person speaks at a time. Prevent private discussions among small groups that may cause noise, and maintain firm control over the proceedings to ensure that each speaker is heard by all present.
Control Time
Determine in advance the required time for each agenda item. Ensure that discussions for each item conclude within the allocated time. Announce time goals at the start of the meeting and remind members of the time status during the meeting.
Handle Opposing Points of View Tactfully
Recognize that opposing viewpoints are essential for creative solutions. Do not attempt to suppress conflicting views; instead, present these ideas clearly to enable members to understand and draw conclusions.
Interpret Data for Solution Evaluation
Encourage the consideration of advantages and disadvantages of various options before the meeting. Interpret data to facilitate the search for the optimal solution but avoid imposing a solution on the meeting.
Summarize Frequently
Provide periodic summaries of progress and conclusions. If a group decision is required, the group’s vote will serve as the conclusion, indicating which items need further attention. Keep these summaries concise to avoid disrupting the flow of the meeting.
Point Out Decisions Reached
Clearly state the decisions made during the meeting, highlighting the level of achievement and any necessary follow-up actions. This provides clarity and ensures that everyone is aware of the outcomes.
Point Out Differences
Explicitly state disagreements, indicating whether they pertain to major or minor issues. These disagreements may be addressed in future meetings, ensuring transparency among all members.
State the Course of Action Clearly
Precisely outline the actions to be taken to implement the decisions and seek members’ agreement. Generally, a written confirmation of resolutions and actions is required before executing the decisions.
Close the Meeting on Time
Express gratitude to the members for their attendance and contributions. Request their future cooperation and formally close the meeting.
Prepare Minutes and Distribute
One final responsibility is to prepare meeting minutes and distribute them to members. These minutes should include;
- the name of the organization, department, or group,
- the date, time, and location of the meeting,
- the names of attendees, including the meeting chair,
- a description of the decisions made, and
- the signature of the person who recorded the minutes.
Agenda of Meetings
An agenda is a written statement that outlines the items to be discussed in a forthcoming meeting. It is included in the notice of the meeting. Examples of notice and agenda are given below:
Features/Characteristics of Agenda:
- It is circulated as a part of the notice in advance to help the members come prepared for the meeting.
- The items on the agenda have a set order, and they help the chairperson conduct the meeting smoothly.
- Agenda ensures that only the matters relevant to the particular meeting are discussed.
- It helps the participants discuss all important issues.
- The preparation of minutes becomes easy.
Minutes in Meeting
Minutes include the proceedings of a meeting. Maintaining a proper record of the business transacted at meetings is very important. If minutes are approved and signed, they become a document for future use. It is compulsory to maintain minutes of the proceedings of every meeting, whether of shareholders, directors, or creditors of companies.
Types of minutes: Minutes are of two types:
Minutes should be complete but precise. They are prepared to record,
concisely and accurately, the essential work done at a meeting. Minutes show what was formally resolved or decided upon and not what was simply discussed.
Two types of Minutes are; Minutes of narration and Minutes of resolutions
Minutes of narration
Such minutes are somewhat similar to a report. Here, in addition to the resolutions passed, a brief account of the discussions held and the names of discussants are mentioned.
Minutes of resolutions
In such minutes, only the resolutions passed at the meeting are recorded, and no reference to any discussion preceding the resolutions is made.
Features of Minutes
- Minutes of each meeting must have a heading containing the nature of the meeting—Board Meeting, Annual General Meeting, Extraordinary Meeting, etc.
- The minutes should contain the names and designations of all those who were present at the meeting.
- The date, time, and place at which the meeting is held should be mentioned.
- In the case of general meetings of the company as well as board meetings, it is usual to mention the meeting number.
- Each item in the minutes is numbered and given a brief heading.
- Figures, dates, etc., should be clearly mentioned.
- The secretary should take notes when the meeting goes on, and the work of writing the minutes should be undertaken as quickly as possible after the conclusion of the meeting.
- If any special resolution is passed, this fact should be entered in the minutes.
- the rough draft of the minutes should be shown to the chairperson so that there remains no error in need.
- In any way, minutes are to be written in simple language as precisely as possible.
Distinction Between Agenda and Minutes of Meetings
The difference between agenda and minutes may be discussed as follows:
| Points of Difference | Agenda | Minutes |
| 1. Meaning | The items to be discussed in a meeting comprise agenda. | Written record of the resolutions /decisions of a meeting is minutes. |
| 2. Subject matter | It indicates the topics to be discussed in future. | It’indicates the motions and dicisions of the meeting. |
| 3. Objective . | It is prepared with a view to giving the members an advance idea about the items to be discussed in a meeting. | Minutes help the preservation of the resolution of the meeting for future reference. |
| 4. When prepared | It is prepared before holding a meeting. | It is prepared either during or after the meeting at a suitable time. |
| 5. Approval | It is not required to be approved by the members. | It is to be approved by the members in the subsequent meeting. |
| 6. Where preserved | It is usually preserved in the notice book. | It is kept in the minutes book. |
Motion In Company Meetings
A motion may be called a proposal that is formally presented before a meeting for consideration. It may also be considered a proposition or proposal subject to any formally submitted amendments for the meeting’s consideration. A motion must be properly submitted to the meeting and must be supported by at least one member.
Essentials/Features of a Valid Motion:
A valid motion must satisfy the following conditions:
- It must be put in writing.
- A member of the meeting must propose the motion.
- It must be properly signed.
- It must be free from ambiguity.
- The subject matter of the motion must be clear.
- Prior notice is essential before presenting it to a meeting.
Prerequisites of a Valid Meeting:
A meeting must fulfill the following prerequisites:
- Lawful purpose: The objectives of the meeting should be lawful. If the meeting is convened to address any illegal issue, it will be invalid.
- Called by competent authority: A meeting should be called by a competent authority.
- Notice of the meeting: Serving notice of the meeting to the concerned members in a timely manner is another essential requirement for a valid meeting.
- Preparing and informing the agenda: It is the responsibility of the authority to inform all members of the agenda before the meeting.
- Presence of eligible persons: Only eligible individuals should attend the meeting. If unauthorized persons are included in the quorum, the meeting will be invalid.
- Quorum: The minimum number of members required to be present in the meeting to constitute a quorum. Without a quorum, a meeting is invalid.
- Conducting the meeting according to the agenda: The proceedings of the meeting should follow the agenda as provided to the participants through the notice.
- Keeping minutes of the proceedings: All discussions held and decisions made during the meeting should be recorded in the minutes book.
3 Types of Motion in Meetings
Motion may be of three types, such as:
- Primary Motion.
- Secondary Motion.
- Substantive Motion.
What is Quorum in Company Meetings
Quorum is the minimum number of members required to start a meeting. It may be referred to as the minimum number of people who must be present at a meeting before discussions for making decisions can begin.
So, a quorum is the minimum number of members whose presence is necessary to hold a meeting and validate its proceedings. Without a quorum, a meeting cannot be started.
Types of Resolution in Meetings
Resolutions are the determined conclusions of motions in any meeting. The ultimate goal of a meeting is to adopt resolutions. The resolutions of a meeting can be classified into three types:
- Ordinary Resolution.
- Special Resolution.
- Extraordinary Resolution.
Ordinary Resolution: If a motion is passed by a simple majority of the members present at a meeting, it is called an ordinary resolution.
Such a resolution is passed by more than fifty percent of the meeting’s members. It is necessary for matters like the approval of the company’s Income and Expenditure Account, the appointment of directors and auditors, the declaration of dividends, and the approval of reports, etc.
Special Resolution: A resolution that requires a minimum of three-fourths of the votes of the members present in a meeting is called a special resolution. The rules regarding special resolutions are as follows:
- Notice for adopting a special resolution must be served at least 21 days before the meeting.
- The notice must clearly focus on the adoption of the special resolution.
- The resolution must be submitted to the Register of Joint Stock Companies within 15 days of holding the meeting.
Extraordinary Resolution
A resolution passed by the votes of at least three-fourths of the participating members is called an extraordinary resolution.
Members must be informed through notice at least 14 days before holding the meeting to adopt such a resolution. An extraordinary resolution is required for the following reasons:
- Dismissal of any director.
- Dismissal of the managing agent.
- Winding up the company at will.
Voting in Meetings
Voting means supporting or opposing any motion or proposal by the members at a meeting. The object of a meeting is to make decisions with the consent of the members.
When a motion is supported by the majority, it becomes a resolution. So, voting is an act of making a motion a resolution with the consent of the majority of the members.
Persons Entitled to Vote: The following persons only are entitled to vote in a company meeting:
- Ordinary shareholders
- Preference shareholders
- Holders of share warrants
- Proxy
- Public trustee
- Government representative
Methods of voting: Different voting methods are available for making decisions in a meeting. They are discussed below:
- Secret Ballot: This is the most acceptable method where ballot papers are issued to members present, and they are asked to cast their votes in the ballot box provided. The counting of ballots cast for or against the motion reveals the result.
- By Poll: Here, each member is entitled to cast a number of votes according to the number of shares held. The result of the poll shall be deemed to be a decision of the meeting on the resolution on which the poll was taken.
- By Raising Hand: Under this method, the chairperson requests the members to raise their hands separately for or against the motion.
- By Division: Under this method, the chairperson makes an effort to divide the members into a “yes group” and a “no group.” They request the members of the “yes group” to stay on one side and the “no group” on the other side. The group with more members will win the motion.
- Acclamation: Under this method, the chairperson considers the level of acclamation for any motion raised in a meeting. If the acclamation is sufficient, then they can accept the motion.
- Voice Vote: Under this method, the chairperson invites the members to vote for or against any motion raised in a meeting by saying “yes” or “no” aloud. If the frequency of affirmative voices is higher, the motion is accepted by the chairperson, and if otherwise, it is rejected.
Proxy in Meeting
In general, “proxy” means a substitute. In a meeting, a proxy indicates a representative who is nominated to perform one’s duty in his or her absence.
However, in a company meeting, a proxy is a personal representative of a shareholder who may be described as their agent to carry out a course of action that the shareholders themselves intend to perform.
Provisions Relating to Proxy: According to the Companies Act of 1994, the provisions relating to proxies are as follows:
- Every member of a company with a share capital is entitled to appoint a proxy, notwithstanding anything to the contrary in the Articles.
- A proxy must be in writing, in the proper form, duly signed by the appointer, and stamped.
- A proxy needs to be a member of the company.
- A proxy shall not have the right to speak at the meeting.
- A proxy cannot vote except on a poll.
- For each meeting, a separate proxy is required.
Conclusion
Meetings are goal-oriented gatherings of people for communicating ideas between and among individuals.
Information-sharing meetings occur in families, learning groups, workgroups, churches, businesses, and service organizations. They take place on a regular basis and are characterized by a predictable agenda format and clear procedural traditions.
Information-sharing meetings allow members to stay informed about what is happening in their organizations, provide input on events, offer and receive assistance, clarify short-term and long-term goals, and strengthen working relationships with each other.
Problem-solving meeting occurs on an ad hoc basis and within ongoing groups. Problem-solving meetings focus on addressing a single concern and usually follow a loose agenda. These meetings are very common when people feel they share a problem that needs solving. This gathering to resolve a problem is known as a problem-solving meeting.
Special Events meetings occur less frequently. An example of this type of meeting is the annual conference of a professional association. In these meetings, special events are presented to the members along with relevant constraints and points of consideration.
Members discuss and exchange opinions among themselves, arriving at agreed-upon options after deliberating on future steps. Special events meetings require certain organizational and communication skills that are not demanded by the other types of meetings.