Breaking Roberts Rules: The New Way to Run Your Meeting, Build Consensus, and Get Results
Jul 2006 · Oxford University Press
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About this ebook
Every day in communities across America hundreds of committees, boards, church groups, and social clubs hold meetings where they spend their time engaged in shouting matches and acrimonious debate. Whether they are aware of it or not, the procedures that most such groups rely on to reach decisions were first laid out as Roberts Rules more than 150 years ago by an officer in the U.S. Armys Corps of Engineers. Its arcane rituals of parliamentary procedure and majority rule usually produce a victorious majority and a very dissatisfied minority that expects to raise its concerns, again, at the next possible meeting. Breaking Roberts Rules clearly spells out how any group can work together effectively. After briefly explaining the problems created by Roberts Rules, the guide outlines the five key steps toward consensus building, and addresses the specific problems that often get in the way of a groups progress. Appendices include a basic one page Handy Guide that can be distributed at meetings and a case study demonstrating how the ideas presented in the book can also be applied in a corporate context. Written in a non-technical and engaging style, and containing clear ideas and instructions that anyone can understand and use, this one-of-a-kind guide will prove an essential tool for any group desperate to find ways of making their meetings more effective. In addition, neighborhood associations, ad hoc committees, social clubs, and other informal groups lacking a clear hierarchy will find solid advice on how to move forward without resorting to majority rules or bickering over who will take leadership positions. Bound to become a classic, Breaking Roberts Rules will change the way you hold meetings forever, paving the way for efficiency, efficacy, and peaceful decision making.
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April 1, 2012
Robert's Rules exists for a reason . As a parliamentarian, I know that the rules may seem somewhat abstract, but that is no reason to throw them out. The rules contained in Robert's are carefully formulated to give everybody in the organization an equal part in all decisions. Do not use this book to run your organization.
About the author
Lawrence E. Susskind is the Ford Professor of Urban and Environmental Planning at MIT and head of the Public Disputes Program at Harvard Law School. An experience mediator, he is Founder of the Consensus Building Institute and author of Dealing with an Angry Public: The Mutual Gains Approach to Resolving Disputes (with Patrick T. Field) and The Consensus Building Handbook (with Sarah McKearnan and Jennifer Thomas-Larmer). Jeffrey L. Cruikshank is an experienced editor, the author of numerous of interest to managers, and published novelist. His first book collaboration with co-author Susskind was Breaking the Impasse, published in 1987.
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