Minimize the Risks of Aimless and Unproductive Committees

School Administrator, Sept, 1997 by William M. Powers

If we share one thing as educators, it's the experience of having served on many committees. Some succeed brilliantly, while others fail miserably.

We teach teamwork in our schools. We form committees as a natural extension of practicing democracy. Ideally, we want a cooperative effort toward a common goal, with civility in debate and discussion and recognition of the contributions and talents of each participant.

But when a committee falters, much like a person who goes off a diet, it increases the risk of failure. What separates effective committees that rise to the task from those that sink?

Appropriate Timing

Here are some considerations that an effective committee observes:

* Decide when it is appropriate to form a committee.

If the project will best be accomplished by bringing people together who subsequently will implement a solution, then form a committee. If the goal will be better reached by using the talents of an identifiable group, form a committee. But don't substitute a committee for a task that can be accomplished more easily by an individual.

* Select committee members relative to the charge of the committee.

Even within schools t at provide good models, that point is sometimes overlooked.

* The charge to the commit tee should be clearly written arid understood

Many committees have floundered because the charge has bee ambiguous. It is critical to think through the charge and realize it relates to the length of committee assignment.

* Recognize that committees like individuals, have their own needs.

For a committee to meld or come together, there is a transition phase, particularly when members first come together as strangers. Provide time and opportunity for members to come to know each other.

Committees also need structure. After a chair has been selected, the committee should agree to procedures. Write them down. These might include: Meetings should start on time and end at a suggested time. Agenda an record of a previous meeting should be districted in advance of the session. Standards or expectations for committee behavior should be established at the beginning. Make civility one of the priorities. Remind members they are to address issues, not personalities.

* Allow the committee to select a capable leader.

While you strive for equality among members, some people may be more skillful and experienced than others.

Even if a person has been designated to call the first meeting, the committee should not automatically select that person as chair. Delay the process for two or three meetings if necessary to find a leader with whom committee members will feel comfortable. A temporary chair can preside until members feel ready to pick a leader.

The chairperson's role is to act as moderator or facilitator of the meeting. The chair's primary job is to ensure focus--that an issue before the committee is clearly stated and that members speak to the issue.

While the chair does not have more power than other committee members, the chair must carry out certain functions: such as arranging the meeting and addressing the needs of committee members. Generally the chair allows other members to speak first. The process is not intended to exclude the chair from participation. How that participation is done depends upon the size of the committee and the way it has chosen to operate.

Benign Neglect

By no means are these the only guidelines for successful committee work. But it's well to remember that good intentions are sometimes obstructed by benign neglect.

Perhaps each of us hesitates to share what has been learned from experience and study because each point seems so simple and apparent. When that happens, remember that many resolutions have been defeated by simple neglect- from a child forgetting to brush teeth to adults who put off exercise one day after the other.

Your contributions in making this democratic process work better can be invaluable.

William M. Powers, who served as a district superintendent for 19 years, is a consultant on education and community relations. He can be reached at 47 Scott Road, Needham, Mass. 02192.