PDF Summary:Robert's Rules For Dummies, by C. Alan Jennings

Whether you're in a committee meeting, a club gathering, or a convention of delegates, properly running meetings is essential for productive discussion and decision making. In Robert's Rules For Dummies, C. Alan Jennings provides a comprehensive guide to the renowned parliamentary procedure system developed by Henry Martyn Robert.

The first part explains the key principles and classifications of Robert's Rules, covering how to structure meetings, make proposals, and facilitate debate. The second part focuses on running effective meetings, including selecting leaders, forming committees, protecting member rights, disciplining unruly behavior, and recording meeting minutes. With clear instructions and practical examples, this summary offers insights into using parliamentary procedures to ensure fair and orderly meetings.

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Jennings explains that the most common method of voting in meetings "for proposals needing more than half to pass" is by a verbal vote, which involves the presiding officer calling for a vote by saying "If you support it, say 'Aye,'" followed by "If you oppose it, say 'No.'" The chair determines the outcome and declares it. If a member doubts the result, they may request a "rising vote," which requires members to stand for their affirmative or negative votes. The rising vote may be conducted by a hand count or by using colored voting cards. When a rising vote isn’t considered conclusive, the chair or more than half of the members may order a counted vote, which may require the appointment of tellers.

Selecting a Vote System That Best Protects Rights

Jennings points out that while "might doesn't always make right," Robert's Rules provides various tools for conducting votes that consider the rights of the assembly, the minority, the individual, and even absent members. The author explains that two-thirds vote requirements are used for motions that require more agreement, “to balance individual rights with those of the whole group.” The most common situations requiring a two-thirds vote include suspending or altering rules that were already adopted, halting or restricting discussion on a motion, and blocking the consideration of a motion.

The author points out that the voting method called general consent is "the most efficient way of conducting a vote" by asking members, "Are there any objections to adopting the motion?" If no member objects, the motion is accepted, eliminating the time needed to take a formal vote.

Jennings advises organizations that want to allow voting by mail, fax, or email, to make provisions for them in their bylaws, noting that mail voting is only equitable when every vote addresses the question as it was phrased in the ballot.

Jennings also explains that the customary methods for choosing a method of voting involve informal decisions, or a "presiding officer’s prerogative" for calling a vote, while still allowing "any member (to) propose using an alternative approach to voting once acknowledged by the chair."

The author also explains that if an organization intends to use electronic systems for voting, its bylaws "should include provision authorizing its use," warning that although “using any electronic system for a ballot election needs to include a means by which members can cast write in votes. It's fairly easy to establish, though it requires some planning.

Context

• Consideration for absent members involves ensuring that decisions made in their absence do not unfairly disadvantage them and that they have opportunities to participate in decision-making processes, such as through proxy or absentee voting if allowed by the organization's rules.
• This prevents a motion from being debated or voted on, often used to avoid wasting time on frivolous or inappropriate proposals. A two-thirds vote ensures that this power is not misused to suppress legitimate issues.
• The presiding officer plays a crucial role in facilitating general consent by clearly stating the proposal and asking for objections, ensuring that all members have the opportunity to voice concerns.
• Organizations need to have the necessary technological infrastructure and support in place to facilitate electronic voting methods, ensuring accessibility and reliability.
• Clear deadlines for the return of mail ballots are essential to ensure that all votes are counted. Voters need to be informed about these deadlines to ensure their participation is valid.
• Informal decisions and the presiding officer's prerogative can enhance efficiency by reducing the need for lengthy procedural debates, but they must be balanced with the need for transparency and fairness.
• This provision allows for flexibility in decision-making processes, enabling the assembly to adapt to different situations or challenges that may arise during a meeting, such as technical difficulties or the need for confidentiality.
• Bylaws can include contingency plans for technical failures, ensuring that there are backup procedures in place to handle any disruptions during the voting process.
• Ensuring the security of write-in votes is crucial, as it involves protecting against unauthorized access and ensuring that all votes are accurately counted and attributed.

Leadership, Planning, and Gatherings: Roles, Committees, and Structures

Educating People to Lead Meetings and Organizations Effectively

Jennings points out that selecting leaders is challenging for every organization, noting that many leaders learn their roles through difficult experiences. The author explains that Robert’s Rules mandates selecting someone as the chairperson mainly for their ability to oversee debates. Jennings further advises that an officer’s success relates not to getting elected, but rather to being able to do the job.

Ensuring Officer Success Through Training and Resources

Jennings recommends that before newly selected officers conduct their first meeting, they take steps to prepare themselves to be effective – knowing their rules and duties, and understanding the basics of Robert’s Rules. He encourages each leader to

1. Obtain the version of the adopted parliamentary authority: Robert's Rules of Order Newly Revised, 12th Edition.

2. Read the organization's foundational documents, procedural rules, standing policies, and any minutes from recent meetings.

3. Familiarize themselves with the rules for recognition, conducting debates, and the ranking of motions, as well as to know the differences between motions that are debatable and those that are undebatable.

Practical Tips

• Develop a role-playing game for your team where each person takes on a different position in a mock meeting. Assign roles such as chairperson, secretary, and members with motions to present. This interactive approach can help everyone become more comfortable with the rules in a low-stakes environment, making real meetings run more smoothly.
• Set up a monthly "document digest" session where you summarize the key points from the foundational documents and meeting minutes of organizations you're part of. Share these summaries with fellow members to foster transparency and collective understanding.
• Use social media polls to understand motion ranking. Post a series of issues or ideas on your social media and ask your followers to rank them in order of importance or preference. This exercise will give you a practical understanding of how different motions can be ranked based on collective opinion, similar to how they might be ranked in a formal debate or legislative session.

The Customary Roles and Duties of Officers

Jennings provides descriptions of customary positions and the responsibilities that go with them, noting that each organization can define in its rules those duties specific to its organization. According to the author, the customary roles in Robert’s Rules, and the duties most often assigned to each, are:

• President: Oversees an organization, leads gatherings, and often is the administrative leader.

• Vice-President: Automatically assumes the role of President should the position become vacant; serves in the President’s stead at meetings either by presiding over debates or performing other Presidential duties. The sequence in which vice-presidents ascend to the presidency is typically determined when they are appointed.

• Secretary: Takes minutes of all meetings.

• Treasurer: Manages finances.

• Directors: Serve on the board and are responsible, typically, for handling management and policies established by the membership or the board.

• Sergeant-at-Arms: Preserves order as directed by the chairperson and handles security tasks.

• Doorkeeper: Manages the opening or closing of the hall and verifies any membership credentials necessary for meeting admission.

• Historian: Maintains historical records, possibly with a group, or prepares an annual record of events.

• Librarian: Maintains a library of books and additional catalogued materials.

• Curator: Preserves historical artifacts and objects.

• Chaplain: Leads prayers and benedictions at the start and end.

How Leadership Roles Collaborate to Achieve Organizational Goals

Jennings explains that each of these positions—and those other roles that any organization may create based on its unique operational and policy requirements—is specifically designed to facilitate the efficient and orderly conduct of business for the organization. Jennings emphasizes that all officers act under the auspices of the membership, warning that “a leader’s job is to fulfill the duties of office, acting for the good of the group. … You're there to serve the members, not vice versa.”

The author also points out that membership should not factor into the selection of directors and officers. He clarifies that it's often mistakenly believed that the officers need to belong to the group. That's not accurate unless your bylaws specify membership requirements for officers. Jennings explains that officers are often not members, providing the example that an accountant who's not a member frequently serves as treasurer. Jennings advises that when considering member or non-member qualifications for office, the decision should lie with the members, noting that since the final choice is in their hands, you shouldn't restrict your options.

Practical Tips

• Create a personal leadership development plan to enhance your own efficiency. Identify key areas where you want to improve, such as communication or decision-making, and set specific, measurable goals. For instance, if you aim to improve your delegation skills, set a goal to delegate at least two tasks per week and monitor the outcomes and time saved.
• Volunteer for a role in a local community organization to experience firsthand how to serve a group under its membership's direction. By taking on a role, even a minor one, you'll learn the dynamics of representing and serving the interests of a collective, which can be a microcosm of larger organizational structures.
• Develop a blind selection process for board members to minimize bias. When collecting applications for director and officer positions, use a system that anonymizes personal details that could reveal membership affiliations, such as names or membership numbers. This encourages the evaluation to be based on qualifications and merit.
• Consider appointing advisory board members who are not part of your company to gain strategic advice and broaden your network. These advisors can help you navigate industry trends, connect you with potential partners, and provide unbiased feedback on your business strategies. For instance, if you run a tech startup, having an experienced entrepreneur from the fintech sector on your advisory board could offer valuable guidance on scaling your business.
• Create a feedback form for current members to voice what qualities they believe officers should possess, which can then be compared to the bylaws. This could reveal gaps between member expectations and bylaw requirements, allowing for adjustments that better reflect the collective vision of the organization.
• When collaborating on a team project, propose a role rotation system where team members periodically swap responsibilities. This approach allows everyone to develop a broader skill set and appreciate the challenges and intricacies of each other's roles, fostering a more cohesive and adaptable team.
• Implement a rotating advisory panel composed of members who review and suggest updates to qualification standards. This ensures ongoing member involvement and keeps the standards current. In a neighborhood association, this panel could periodically gather input from all members and then present recommendations for updates to the full membership for a vote.
• Encourage diversity in leadership by initiating a 'nominate a peer' program within your community group. Each member can nominate someone they believe has untapped potential or diverse perspectives that aren't currently represented in leadership. This approach can uncover hidden talents and give a voice to those who may not typically volunteer themselves for officer roles.

How Committees Help With Meetings and Motions

Jennings explains that committees are the units where most of the organization's work takes place, serving to carry out tasks and offer suggestions to the membership (or board) on motions or classes of business referred to them. Generally, committees conduct their meetings by following the relaxed procedures that small boards use. Jennings emphasizes that a well-run committee should give opportunities for all participants to contribute and encourages members to see that "committee service (is) meaningful to members" to promote greater participation.

Creating Service Through Committee Selection and Appointment

Jennings explains that committees are often appointed via motion, by the chairperson, or through election. He emphasizes that members should "make appointments for the right reasons.” Committees should be selected to help the organization accomplish its goals, and Jennings warns that appointing members as a political reward undermines a group’s effectiveness.

Jennings provides the following recommendations for assembling effective committees:

• Select committees for inquiry or discussion should include representatives from each faction.

• Special committees for carrying out duties: Should be limited to members who agree on the committee's goal.

• Standing committees: Should be composed of people who can devote time and effort to the group’s goals.

Practical Tips

• You can streamline your meeting requests by creating a "Purpose Filter" checklist. Before sending out an invitation, run through the checklist to ensure the meeting aligns with organizational goals. For example, the checklist might include questions like "Does this meeting serve a strategic objective?" or "Will the outcomes of this meeting advance our current projects?"
• Use a transparent, criteria-based selection process for your family's next big decision, like planning a vacation or purchasing a new car. Set clear guidelines for what's important (cost, activities, safety, etc.) and have each family member provide suggestions that meet these criteria. This approach ensures that the decision is made based on what's best for the family as a whole, not just as a reward for a particular member's recent behavior or achievements.
• Implement a 'goal alignment' kickoff meeting for new committees. Start the first meeting with an activity where each member states their understanding of the committee's goal and how they see their role in achieving it. This exercise ensures that everyone starts on the same page and can openly discuss any discrepancies in understanding or commitment to the goal right from the beginning.
• Create a personal commitment charter for any group you join, detailing the time and effort you can realistically contribute. This document will serve as a self-accountability tool, ensuring you only take on roles that align with your capacity. For example, if you join a local community group, draft a charter that outlines your availability for meetings, the specific tasks you can handle, and the amount of time you can dedicate weekly.

Establishing an Organization to Meet Societal Needs

Jennings explains that the process of establishing a new group is basically the same as conducting a mass meeting. A large gathering is held with a particular aim, and the people present are considered members for only that meeting. Jennings lists the six steps for creating a new organization:

1. Invite interested persons to gather.

2. Hold an initial meeting and elect temporary officers.

3. Select a parliamentary authority and pass a resolution to establish the association.

4. Form a group to create bylaws.

5. Draft the regulations.

6. Convene another planning session to accept the bylaws, enroll members, and select permanent officers.

Forming a New Body: Adopting Bylaws and Enrolling Members

Jennings describes the steps involved in forming a new organization; during the first meeting, those attending elect a temporary chairman (known as the chairman pro tem) and a person to take minutes. The assembly then decides on a set of parliamentary rules (such as Robert's Revised Rules of Order) and adopts a resolution resolving to formally create a new organization. Those attending at the meeting then select a group to create bylaws, and following discussion regarding the organization's intended efforts, adjourn to meet at a specified time.

Jennings advises organizers to be sensitive to the need for rules and proper procedures, even in the initial stages of forming the new organization, noting, "If pre-planning makes it seem like your meeting is rigged, then that's essentially the case." You're not an association yet. You're just hosting a group of guests. Jennings explains that until bylaws are in place and permanent officers have been elected, the organizers have complete control over who attends the meeting; however, "once the meeting is underway, the gathering is managed by the attendees, and they govern the space."

The author advises that if not everyone who attends the initial organizing meeting plans to join the organization, a subsequent gathering, called a charter meeting, should be held to formally enroll members and elect permanent officers. Jennings states that "since it's necessary to be enrolled to vote once you adopt bylaws, your new organization takes an immediate break to register people as members."

Practical Tips

• Use a random selection tool for choosing a temporary chairman and minute-taker to ensure fairness. Before your meeting, prepare a simple digital randomizer with the names of all attendees. When it's time to select roles, use the tool to randomly assign the temporary chairman and minute-taker. This method removes any bias and makes the selection process quick and transparent.
• Create a virtual book club focused on a specific genre or theme and use online polling tools to democratically decide on the books to read and discuss. This encourages participation and gives each member a voice in the decision-making process, fostering a sense of community and shared purpose.
• You can draft a personal mission statement to clarify your values and goals, similar to creating bylaws for an organization. Start by reflecting on what matters most to you and write down your core principles. This will serve as a guide for your decision-making and help you stay focused on your intended efforts in various aspects of life.
• Encourage meeting attendees to set the agenda by sending out a pre-meeting survey where they can contribute topics and questions they feel are important to address. This gives them ownership of the meeting content and ensures that the discussion is relevant to their interests and needs.
• Use a ranked-choice voting system for electing permanent officers to ensure a fair and democratic process. This can be done through online platforms like OpaVote or ElectionBuddy, which allow members to rank candidates in order of preference, potentially leading to a more agreeable outcome for all involved.
• Volunteer with local organizations that focus on voter registration drives, especially during periods leading up to the adoption of new bylaws. This hands-on approach not only keeps you informed about the importance of being enrolled but also helps others in your community stay prepared for voting on bylaws.
• Set up a mobile registration kiosk at events for immediate sign-ups. Equip a tablet with a user-friendly app that allows people to sign up as members on the spot during breaks at conferences, workshops, or networking events. Ensure the process is quick and seamless, with a staff member or volunteer guiding new members through the steps if needed.

Unique Nature of Assemblies With Delegates (Conventions of Delegates)

Jennings describes a deliberate assembly featuring a unique structure called a delegates' convention. This type of assembly, which is often used to conduct the business of international, national, or state bodies, consists of representatives (or delegates) from subordinate (or constituent) groups. The assembly operates for only one session and elects its own temporary officers to manage it. Typical examples of this kind of assemblage are the biannual convention of the AIP and the annual convention of the NAP. Jennings points out that a delegate's duty during the convention is to represent their constituency. Delegates can vote their conscience on any matters unless their constituency has instructed them to vote a particular way, in which case their duty is to the constituency.

Credentialing, Governing Guidelines, and Unique Purpose Committees

Three committees are essential for the convention to succeed. These include:

1. Credentials Committee: Creates a document that details the duly elected assembly representatives and their substitutes.

2. Standing Rules Committee: Provides for convention-specific rules, such as limits on speech duration and appropriate methods for offering main motions.

3. Committee for Programming: Establishes the schedule for each day of convention meetings.

Jennings underscores the importance of adopting reports from committees in a defined order, noting that "until the report from the credentials committee is adopted, you're uncertain about the voting membership of the assembly." Jennings clarifies that since the reports from the committees establish the membership and rules of the convention, it is not possible to properly take up the business agenda before these reports are adopted.

Jennings explains that two other common committees that assist the convention’s business agenda are:

1. Convention Arrangements Committee: A standing committee (formed per the organization’s bylaws) that works with paid staff members to make all arrangements for the convention.

2. Resolutions Committee: Examines and reports on every new primary motion (except for those that another committee examines) before they can be considered by the delegates.

Jennings emphasizes the importance of planning the convention’s schedule, noting that "being familiar with debate rules is extremely helpful in this regard." The author explains that rules typically restrict discussion and motions at a convention to ensure the gathering can be completed within the allotted time. Jennings also emphasizes that when choosing members for the committee that plans the convention, the organization "must do so carefully and thoughtfully." Familiarity with the organization from past conventions is advantageous.

Practical Tips

• Implement a three-committee approach for volunteer group projects, assigning roles based on the convention model to streamline decision-making and execution. In a community garden project, one committee could verify member responsibilities (Credentials), another could establish the rules for garden maintenance (Standing Rules), and the third could organize the planting schedule and educational events (Programming).
• Create a visual representation of your network to identify potential representatives and substitutes for personal projects. Draw a map with yourself at the center, branching out to friends, family, colleagues, and acquaintances. Label each person with their skills or how they could potentially help you in a project. This way, when you need assistance or a stand-in for a task, you can quickly identify the right person for the job.
• Implement a personal system of rules for your daily routines and tasks. Determine the best practices for your most frequent activities, such as grocery shopping or cleaning, and set rules for yourself to follow. For instance, you might decide that you'll always write a shopping list before going to the store or that you'll clean the kitchen every Sunday. This personal rule system can increase your efficiency and reduce procrastination.
• Volunteer to be part of a scheduling committee in a local club or organization you're part of. This hands-on experience will give you insight into the complexities of planning and the importance of collaboration. As you help to set the schedule for the club's meetings and events, you'll learn how to balance different opinions and find the best solutions for the group.
• Create a visual flowchart to map out the sequence of committee report adoptions for your personal projects. By visualizing the process, you can ensure that you follow the correct order before moving on to the next steps. For example, if you're planning a home renovation, establish a flowchart that includes the necessary approvals from your family members (as a committee) on design, budget, and contractor selection before scheduling the work.
• Use a project management app to simulate a committee's workflow for personal projects. Even if you're working alone, you can set up different 'committee' roles within the app and assign tasks to these roles as if they were separate people. This helps you understand and manage the complexity of tasks that a committee would typically handle.
• Use a smartphone app with customizable timers to keep track of speaking times during the debate. Apps like MultiTimer allow you to set up multiple timers with different labels, which you can use to signal speakers when to start and when to wrap up their arguments, adhering to the debate schedule without manual timekeeping.
• Create an agenda with specific topics and time allocations for each. This helps to structure the discussion and ensures that all necessary points are covered without going over the allotted time. In a community meeting to discuss neighborhood improvements, you could allocate 15 minutes to discuss park renovations, followed by 10 minutes for road safety concerns.
• Use social media polls to gauge interest and skills among your network for committee participation. Post a series of questions related to the convention's theme and required skills, and invite your contacts to express their interest or recommend others. This can help you discover hidden talents within your network and engage potential committee members who are already invested in the convention's success.

Maintaining Order, Protecting Rights, and Revisiting Decisions

Significance of Records and Reports to Members and Authorizing Bodies

Jennings points out that for an organization to be successful in reaching its goals, its members and leaders must ensure everyone can express their opinions, while preventing disruptive individuals from taking control. Robert's Rules provides tools and procedures that safeguard the organization and its members from having meetings go off the rails with debate for debate's sake, and to avoid circumstances that would require the organization to incur expenses to undo a decision.

Styling and Preparing Meeting and Financial Reports

Jennings emphasizes the importance of proper reports to communicate critical information and to provide a record of the organization’s work, explaining that "newsletters (and other communications) can convey important information to members... but formal reports from committees, officers, and the board are vital for your organizational operations." Jennings describes the essential features of various report types.

Minutes provide the formal account of what was accomplished in the meeting. They don't transcribe the discussion. They include only those actions approved by the organization. The author states that "meeting notes need to include only what was done in the meeting, not what was said… It’s actually improper to do that." Jennings stresses that the purpose of minutes is "to clearly memorialize the facts."

Treasurer’s reports show the organization’s finances in accurate reports prepared by the officer in custody of the organization’s funds. The reports include all money received and avoid disbursements unless authorized by the assembly.

Committee Reports are prepared by the committee's members and show their work and recommendations. Jennings advises that committees should always present written reports, except when brief enough to be recorded orally in the minutes.

The author stresses correct phrasing and context in reports, explaining that "When the time comes to present a report to your organization, be sure you use terms correctly and in the proper context – you don’t want to do or say something you wish you hadn’t!” For example, Jennings advises that the report should always be identified as a report by the committee rather than its chair, even if the chairperson is the one making the oral presentation.

Reports from the Board of Executives are presented following adoption by the board.

Nominations Committee Reports come before floor nominations.

Treasurer’s Reports are filed without further action unless they are being audited, in which case a motion to approve (or reject) the audit is appropriate.

Practical Tips

• Start a practice of writing "mini-reports" after significant personal events, such as vacations or major purchases, to reflect on the experience and inform future decisions. For instance, after a trip, write a report that includes the destination, activities, budget, what went well, and what didn't. This exercise not only serves as a record for you to revisit when planning your next adventure but also becomes a valuable resource for friends and family looking for travel tips and honest reviews.
• Create a digital suggestion box for members to propose report topics. By setting up a simple online form using tools like Google Forms or SurveyMonkey, you can collect input on what information members feel is missing from current communications. This ensures that future formal reports are tailored to the needs and interests of the community, making them more relevant and valuable.
• Use a voice-to-text app during meetings to capture the conversation, then extract only the decisions and action items for the official minutes. This allows you to have a complete record of the meeting without manual note-taking, and you can then distill the transcript to include only the necessary parts in the formal minutes. For instance, after the meeting, you could review the transcript, highlight the key decisions and actions, and then copy them into your minutes document.
• Start a 'Meeting Outcomes' shared document for collaborative real-time editing. During the meeting, have a shared Google Doc or Microsoft OneNote page open where all participants can add the actions they are responsible for as they are agreed upon. This way, the focus remains on what needs to be done, and everyone leaves the meeting with a clear understanding of their commitments.
• Practice summarizing complex discussions into concise, factual statements by recording a conversation and then transcribing only the factual elements. This exercise will train you to filter out the noise and focus on the core information. You might record a mock meeting or a casual conversation, then listen back and write down only the factual points made, leaving out any opinions or filler content.
• Use a mobile app that syncs with your bank accounts to categorize transactions in real-time. Choose an app that allows you to set custom categories for your income and expenses, and provides reports on your financial activity. This can help you stay on top of your finances without the need for manual entry, and you can review these reports to make informed decisions about your spending and saving habits.
• Develop a self-assessment report template to evaluate your personal projects or career progress. This template should include sections for objectives, methods, results, and recommendations for future action. Use this report bi-annually to reflect on your achievements and areas for growth, much like a committee report would for an organization.
• Partner with a peer for mutual report proofreading, focusing on clarity and context. Set up a system where you exchange reports with a colleague, and each of you looks for potential misunderstandings or ambiguous phrasing. This could involve highlighting sentences that lack context or suggesting alternative wording that might be clearer to someone unfamiliar with the subject.
• Create a rotating presentation schedule for committee members to present findings to stakeholders, rather than having the chair always take the lead. This can democratize the process and highlight the collaborative effort. For instance, at each presentation, a different member could take the lead in discussing a section of the report, with the chair providing the introduction and conclusion.
• Create a personal decision log to track your choices and their outcomes. After making significant decisions, write them down in a notebook or digital document, including the reasoning behind each choice. Review this log periodically to assess the quality of your decisions and learn from the outcomes. This practice mirrors the board's process of reviewing adopted decisions and can help you improve your personal decision-making skills.
• Implement a 'pre-nomination' review process for your household tasks by having family members submit their preferred chores and reasons before assigning them. This can help ensure that everyone's preferences and abilities are considered, leading to a more harmonious and efficient division of labor.
• Set calendar reminders for a bi-annual review of your financial reports, even if you're not expecting an audit. During these reviews, practice making a mock motion to approve or reject an audit report. This will help you become familiar with the process and reduce anxiety if an actual audit occurs.

Member Availability of Group Records

The author stresses that minutes and reports constitute a record of the organization's actions and should be accessible for members to review. Jennings explains that if an organization wants to limit inspection of certain reports, "a good way to avoid stress and difficulty is to set up a standing rule that creates a privacy policy on how accessible the organization's records are to the public and members."

Balancing Records Consultation Rights and Officer/Member Responsibilities

Jennings explains that although records are generally considered open for inspection by the members, restrictions are in place, noting that Robert's Rules acknowledges the records of an assembly are not available for inspection to a degree that would allow members who wish to see them to badger the secretary or another custodian excessively.

Other Perspectives

• The cost and resources required to make all records available for inspection could be prohibitive, especially for smaller organizations with limited budgets.
• Restrictions might inadvertently protect mismanagement or malfeasance by making it harder for members to scrutinize records and identify issues.
• The term "excessively badger" is subjective and could be used to unfairly deny legitimate requests for record inspection.

Protecting Interests and Rights in Taking Disciplinary Action

Jennings explains that organizations are not required to tolerate unacceptable behavior on the part of their members or leaders and provides tools for dealing with those who disregard rules and standards. The author explains that the first action to take when circumstances arise in which it appears a serious offense has occurred is to appoint a panel to gather facts and determine if sufficient cause exists to move to formal disciplinary action.

Penalizing Officers or Group Participants for Misconduct Outside Meetings

Jennings stresses the importance of fairness in procedures regarding discipline, explaining that the ultimate conclusion must come "after careful deliberation." The author advises that your organization and the member facing accusations benefit from careful, fair actions before deciding to unfairly or wrongfully expel or otherwise penalize a member.

Jennings describes the initial process for holding a trial as follows. The appointing body delegates the task of looking into "particular claims which, if proven, would make us question whether keeping [member's name] as a member (or officer) of our organization is a good idea" to a group. It’s important to note that the proposal creating the committee should not describe the allegations in detail. If the committee determines, through its fact-finding, that a trial is necessary, it submits suggestions to the appointing body, addressing the following:

1. When and where the trial will take place.

2. Whether the full membership or a smaller committee will conduct the trial.

3. The offense (or charges) and the detailed actions of the accused (or specifications), and the penalty being sought.

4. A list of those who will manage the presentation of the case against the accused (or managers).

5. Whether it's necessary (or desirable) to temporarily restrict the accused from some or all rights or responsibilities of membership or office.

The appointed committee then serves a written notice to the accused, explaining the charges and penalty, and listing the date, location, and time of the trial. (Committees that determine a trial is unnecessary simply inform the appointing body that the claims were determined to be unfounded.)

The trial hearing is private, has the qualities of a structured legal session, resembles a judicial proceeding conducted in a courtroom, and the regulations for its conduct allow for the managers to present their case, and the accused to offer their defense, each by making opening statements, presenting witness testimony and evidence, and concluding arguments.

When it comes time to determine the verdict on a specific charge, the accused and nonmembers must exit while the assembly (or committee) deliberates. When the assembly reaches its decision, the member or members designated communicate the result to the accused—either not guilty, and thus exoneration, or guilty, and the penalty assigned. If an appointed body rather than all members conduct the trial, most of the appointing body must vote to approve the finding and recommended penalty.

Practical Tips

• Start a fairness journal where you record and reflect on daily interactions, focusing on how you handled discipline and fairness. This could be as simple as noting a situation at work where you had to address a team member's mistake. Write down the steps you took, how you communicated with the person involved, and how you ensured the process was fair. Over time, you'll be able to identify patterns in your behavior and make adjustments to improve fairness in your disciplinary procedures.
• Use a decision tree app to map out penalty scenarios. Decision trees can help you visualize the potential outcomes of different penalties. Find an app that allows you to create decision trees and use it to plot out the ramifications of various penalties you're considering. This can help ensure that you've thought through all possible consequences before making a decision.
• Create a personal policy for always seeking to understand before reacting to others' mistakes or missteps, whether in a professional or personal setting. Before considering any form of reprimand, take time to discuss the situation with the person involved, aiming to understand their perspective and context, which can lead to more equitable and informed decisions.
• Use a group chat to crowdsource opinions on consumer products before making a purchase. Each person in the chat could take on the role of investigating different claims about a product, such as durability, performance, and value for money. By dividing the task, you'll get a comprehensive review from trusted sources, which can help you avoid falling for false advertising or biased reviews.
• Create a visual infographic to accompany your proposal that highlights the positive outcomes rather than the negative incidents. If you're suggesting improvements to a community space, an infographic could show the potential increase in user satisfaction and community engagement, steering clear of past complaints or issues.
• Develop a checklist for planning events that covers the essential elements mentioned, like location, schedule, and responsibilities. This tool will help you manage events more efficiently, ensuring nothing is overlooked. If you're organizing a charity fundraiser, your checklist would include securing the venue, setting the date and time, detailing the program of activities, assigning tasks to volunteers, and outlining how funds will be managed.
• You can create a personal accountability system by drafting a document that outlines your goals, potential setbacks, and strategies for overcoming them. Treat this document as a formal agreement with yourself, reviewing it regularly to assess your progress and make adjustments as needed. For example, if your goal is to exercise more, your document might include a schedule, consequences for not following through, and a plan for tracking your workouts.
• You can simulate a private trial to evaluate personal decisions by setting up a mock courtroom scenario at home. Designate a space as your 'courtroom', appoint roles for yourself as the defendant, prosecutor, and judge, and argue both sides of a decision you're facing. For example, if you're deciding whether to invest in a new business venture, present arguments for and against the investment, and then deliver a 'verdict' based on the evidence you've provided.
• Practice critical listening by acting as a 'juror' in everyday conversations, evaluating the 'testimony' of friends and family as if they were witnesses providing evidence. Pay attention to their statements, ask probing questions to uncover more information, and then summarize their points to ensure you've understood their perspective correctly, just as a juror would during a trial.
• Create a 'silent observer' role for meetings to maintain confidentiality without excluding all nonmembers. If you're leading a group that requires input from various parties, designate a non-participating individual to observe without contributing to the discussion. This way, you can have a record of the deliberations and an impartial witness without compromising the integrity of the decision-making process.
• Use the concept of 'verdicts' to improve group decision-making in your family or among friends. When faced with a group choice, like where to go for dinner or how to spend a weekend, have each person present their case for their preference. After discussion, the group can vote, leading to a 'not guilty' (accepted) or 'guilty' (rejected) outcome for each suggestion. This method promotes fair participation and can make collective decisions more structured and democratic.
• Develop a feedback system where peers or family members can suggest penalties for rule-breaking, with a final decision made through a vote. This could be as simple as a shared document or a physical suggestion box where everyone can propose consequences for not adhering to agreed-upon rules, like chores or project deadlines.

Ways to Address Disorderly Behavior in Sessions

Although formal trials are rarely necessary, even in small organizations, members often encounter the rambunctious member who disrupts meetings by, for example, questioning others' motives in debate, or speaking outside the limits of the proposal being considered. Jennings suggests, however, that a leader of the gathering can use several approaches to handle these kinds of situations.

Handling Decorum Breaches, Including Removing Disruptive Participants

The author explains that when a breach of decorum occurs, the first action to take is to simply remind the member of the rules by saying, for example, “The member will please come to order," or, "The member will please direct their comments to the chair." But if the person ignores the chair's request, the chair may “name” the member and demand that they acknowledge their breach of order and apologize to the group. If the person fails to cooperate, the chair turns to the assembly, explaining, "I'm out of options and need to prepare you to discuss whether Mr. Flackflinger should be expelled from the meeting."

Jennings explains that Robert’s Rules allows a two-thirds vote of the members to expel a member; however, when it comes to removing a participant, a majority vote is needed.

Context

• The chairperson is responsible for maintaining order and ensuring that the meeting follows established procedures, which includes addressing breaches of decorum promptly.
• In parliamentary procedure, "naming" a member is a formal action where the chair publicly identifies the individual who is disrupting the meeting. This is a serious step intended to hold the member accountable and signal the severity of their behavior to the assembly.
• A two-thirds vote is typically required for more significant actions, reflecting a higher level of consensus. A majority vote is a simpler decision-making process, needing more than half of the votes.
• Expulsion typically refers to a more permanent action, potentially barring a member from future meetings or activities, while removal might be temporary, just for the duration of a specific meeting.