Office of Pollution Prevention and Toxics
Action Plan for Improving
OPPT Meetings
Meeting the Challenge with Quality!
OPPT
Meeting Management
Quality Action Team
(MMQAT)
ivai
~ğD'
Office of Prevention, Pesticides &
Toxic Substances
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ACTIONPLAN
FOR
IMPROVING OPPT MEETINGS
Meeting The Challenge With Quality!
THE REPORT OF THE
OFFICE OF POLLUTION PREVENTION AND TOXICS
MEETING MANAGEMENT QUALITY ACTION TEAM
Cindy Stroup, Chairperson, Exposure Evaluation Division
Kathleen Bailey, Chemical Control Division
Rita Calvan, Office of Pollution Prevention and Toxics
Mike Cimino, Health and Environmental Review Division
Keith Cronin, Existing Chemical Assessment Division
Bob Lee, Economics and Technology Division
October 1992
Printed on Recycled Paper
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OPPT Meeting Management Policy
OPPT meetings are conducted to maximize effectiveness
and efficiency. OPPT meetings are conducted onfy when
needed> in a manner to achieve stated meeting objectives,
to ensure adherence to a planned meeting schedule^ and
with appropriate facilities and resources. OPPT meetings
are conducted in strict accord with the procedures and
Sf ' - ' '
standards of conduct contained in the OPPT meetings
gui$e. These procedures and standards are consistent with
OPPT's commitment to the basic tenets of Total Quality
Management.
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TABLE OF CONTENTS
Chapter Page
1 BACKGROUND AND APPROACH 1-1
1.1 Mission Statement and Specific Goals 1-1
1.2 Expected Impact 1-1
13 Scope of MMQAT Mission 1-3
1.4 Issues Identification 1-3
15 The OPPT Meeting Management Survey 1-4
1.6 The OPPT Meeting Management Survey Results 1-4
2 RECOMMENDATIONS FOR IMPROVING OPPT MEETING
MANAGEMENT 2-1
2.1 Goal for Scheduling 2-1
22 Goal for Agendas 2-2
23 Goal for Chairing 2-2
2.4 Goal for Attendees 2-3
25 Goal for Summary and Followup 2-4
2.6 Goal for Resources 2-5
2.7 Goal for Facilities 2-5
3 IMPLEMENTATION STRATEGIES 3-1
3.1 Strategy for Obtaining OPPT Senior Management
Commitment[[[ 3-1
3.2 Strategy for Establishing OPPT Meeting
Management Policy 3-2
33 Strategy for Developing and Maintaining
OPPT Managers and Staff Meeting Management Skills 3-2
3.3.1 Development of a Checklist, Pocket Guide,
and Comprehensive Manual for OPPT Meeting
Management Procedures and Standards of Conduct 3-2
33.2 OPPT Training Program in Meeting Management Skills.. 3-3
3.4 Strategy for Improving Meeting Facilities and Availability
of Resources 3-4
3.4.1 Strategy to Improve Meeting Facilities Within OPPT 3-4
3.4.2 Strategy to Improve Availability of Resources
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TABLE OF CONTENTS (Continued)
List of Appendices
Appendix
A Summary of OPPTMMQAT Review of the Literature
On Efficient and Effective Meeting Management A-l
B OPPT Policy Statement Certificate B-l
C Outline of OPPT Comprehensive Meeting Management Manual C-l
D OPPT Training Course on Principles of Meeting
Management - Preliminary Outline D-l
E OPPT Meeting Evaluation Form E-l
F OPPT Meeting Checklist F-l
G Schedule for the Implementation of the MMQATs
Recommendations G-l
u
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1. BACKGROUND AND APPROACH
1.1 Mission Statement and Specific Goals
In late 1991, OPPT established the Meeting Management Quality Action Team (MMQAT).
We acquired a facilitation team and proceeded to develop a plan to improve OPPT meetings
according to basic Total Quality Management (TQM) principles. The first efforts of the Team
were to develop the following Mission Statement and Statement of Goals. All subsequent
MMQAT activities were performed in support of this mission and the goals. The schedule for the
implementation of the MMQATs recommendations appears as Appendix G.
Mission Statement
Increase office productivity by improving meetings run by the Office of Pollution Prevention
and Toxics (OPPT).
Specific Goals
A. Improve meeting efficiency and effectiveness in OPPT.
B. Obtain senior management support and cooperation for implementation of the
MMQATs recommendations.
C. Collect information on how to increase the effectiveness of meetings.
D. Develop strategies and guidelines for improving meetings.
E. Empower meeting participants to ensure that meetings are efficient.
F. Develop and implement an OPPT meeting management action plan.
G. Monitor and evaluate OPPTs implementation of the meeting management action
plan.
L2 Expected Impact
The primary objective of the MMQAT is to increase overall OPPT productivity by
improving meeting efficiency and effectiveness. While it is difficult to accurately quantify how
much time is now being lost in meetings, we feel that a conservative estimate would be that well
over 10 percent of OPPT staff time is wasted in poorly run or unnecessary meetings. Ten percent
of OPPT staff time is equivalent to 50 FTE's per year and possibly closer to 20 percent. Staff time
is too precious a resource to waste!
We believe that with a few simple changes in the way we do business, enforced by total
commitment across all levels in OPPT. very real productivity gains will accrue to OPPT. We offer
the following to illustrate the potential benefit to OPPT from improving the way we conduct
meetings.
Many OPPT meetings begin late. Assume that a typical meeting starts 10 minutes late and a
staff member attends two meetings a day. The cost of two delayed meetings for that single
individual is 20 wasted minutes a day. This may not seem like a lot of time, but it adds up to over
1-1
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an hour and half per week, and over two weeks per year. Assuming that eight people attend those
typical meetings, over 16 person weeks are wasted, or almost one third of a person per year!
The survey on meetings conducted by MMQAT indicated that virtually everyone in OPPT
attends meetings. The amount of time spent at meetings varies with the individual's job. Listed
below are the average number of hours spent, by job category, at meetings.
Job Category (from survey')
Division Director/Deputy Division Director
Branch Chief
Section Chief
Technical Staff/Program Manager/
Project Manager/Special Assistant/
Attorney Advisor
Administrative/Support
Secretarial/Clerical
Hours/Month in Meetings
45
37
25
24
20
5
If we multiply these hours spent in meetings by the number of people in each job category,
the total is about 12,500 hours per month spent in meetings. This amounts to 150.000 person
hours annually. If we reduce that time by 10 percent, by eliminating unnecessary meetings, we will
save over 7 person years of labor. If we can implement some basic meeting management
procedures and save another 10 percent by running meetings more efficiently, we will save another
7 person years per year. That's like gaining 14 FTE's!
To sum up, OPPT wastes a lot of precious staff time in meetings that are unnecessary, too
long, start late, run over the allotted time, and are generally poorly managed. We have a real
opportunity to significantly increase office productivity by improving the way we manage our
meetings.
This Action Plan lays out goals and implementation strategies for behavioral changes. In
order for this effort to be successful, however, it must have the complete support and participation
of the highest levels in OPPT.
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1-2
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L3 Scope of MMQAT Mission
The MMQAT limited its scope to meetings which were under the control of someone from
OPPT. The Team excluded meetings attended by OPPT staff but run by other offices or agencies.
The reason for this limitation was to focus on meetings where we can implement change. We
considered all types of meetings in OPPT. Initially, and through the data collection phase, we
focused on different types of meetings and anticipated that there might be different remediation
steps for different types of meetings. However, in the review of the meetings survey data and the
development of OPPTs meeting management goals and behavioral objectives, we concluded that
the vast majority of meeting management issues are fundamental and apply to all meeting types.
1.4 Issues Identification
As already indicated, the MMQAT is mission oriented. The Team established specific goals
aimed at identifying the actions that needed to be taken to improve the effectiveness of OPPT-run
meetings. To accomplish these goals, the Team needed to move from generic concepts for
improving meetings, to identifying specific areas of improvement needed.
As the first major step in fulfilling our mission, the Team sought to identify both the
characteristics of effective meetings, and the problems and issues which reduce the effectiveness of
OPPT meetings. We reviewed current management and communications literature on how to run
effective meetings. A search of recent publications identified numerous relevant books,
professional journals, and popular articles. Articles of interest were read and abstracted and a
brief report was prepared summarizing the key recommendations from the literature. A summary
of the literature review is included as Appendix A.
A second source of information was a 1991 survey conducted by and for the OPPT Exposure
Evaluation Division (EED) on meeting management issues. The survey results, combined with
information from the literature review, indicated that most meetings are run inefficiently. All
information pointed to the fact that meeting effectiveness could be dramatically enhanced by
improving the meeting skills of both chairpersons and attendees. Those meeting management
skills include improved techniques and procedures for scheduling, planning, chairing, attending,
and documenting meeting results. Basic recommendations emerging from the EED survey and the
review of the literature were not especially surprising. They included:
Holding meetings only when necessary;
Providing a written agenda with meeting objectives and start and end times;
Meeting in a room that is sufficiently large and comfortable;
Selecting appropriate participants;
Ensuring that all participants understand the expected meeting outcomes;
Starting and ending the meeting on time; and
Preparing and distributing meeting minutes as soon as possible after the meeting
ends.
While these recommendations provided an excellent starting point for the development of
OPPT meeting management improvements, the MMQAT thought it was also important to identify
specific problems and issues unique to OPPT meetings. We also needed information to rank these
basic meeting management problems according to OPPTs needs. Finally, we concluded that
collecting data was in keeping with standard Total Quality Management practices.
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Various data collection options were explored, such as personal interviews, focus groups,
telephone interviews, and self-administered questionnaires." After carefully considering the
options, the Team recommended a self-administered questionnaire. This type of data collection
was considered the most efficient and cost effective method for collecting the amount and type of
information desired.
1.5 The OPPT Meeting Management Survey
After selecting the method for collecting data, the Team developed a questionnaire using
the BED questionnaire as a model. The initial draft instrument was pilot tested and revised based
on the test results.
Because of the relatively small number of people to be surveyed (approximately 500), the
MMQAT decided that a census rather than a sampling approach was appropriate. Questionnaires
were distributed to all permanent full- and part-time employees of the eight divisions of OPPT,
SPO, OPME, and the members of the OPPT immediate office. We also included, at Linda
Fisher's request, the OPPTS immediate office.
All responses were anonymous. Approximately half of the questionnaires were returned
with usable data.
1.6 The OPPT Meeting Management Survey Results
The MMQAT carefully analyzed and reviewed the survey results. The results are
summarized in this section. The full survey results will be distributed to OPPT Division Directors
and Branch Chiefs and are available on request from them or from the MMQAT members.
The major findings and conclusions from the survey are:
1. The average technical staff person in OPPT (representing 62% of the staff) spends 24
hours per month in meetings. As one might expect, individual technical staffers
experience widely varying times in meetings.
2. Division Directors and Deputy Division Directors spend an average of 45 hours a
month, while secretarial and clerical staff spend approximately 5 hours a month, at
meetings.
3. The most positive finding from the survey is that a large majority of respondents
believe that OPPT meetings are conducted in a cooperative atmosphere.
4. The level of effectiveness of a meeting is closely linked to its purpose. Most
respondents felt that meetings held to gather and distribute information are highly
. effective. However, most respondents also felt that meetings held to plan, make
decisions, or solve problems tend to be ineffective.
5. There is surprising uniformity of opinion with regard to the effectiveness of specific
types of meetings OPPT staff attend. The average ratings for 14 types of meetings fell
between 3 and 4 on a 5-point scale, where 1 is poor and 5 is excellent. This result
indicates that all meetings can be made more effective. The types of meetings
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6.
receiving the highest ratings (averaging about 4) were briefings for the Assistant
Administrator or Office Director, contractor meetings, scientific panel meetings,
public meetings, and New Chemical Program meetings. Those receiving the lowest
ratings (average about 3) tended to be more frequently held: routine staff meetings,
formal workgroup meetings, inter-office meetings, reports to the Division Directors or
Branch Chiefs, advisory panel meetings, and Existing Chemical Program meetings.
Most respondents view the typical chairperson of meetings they attend as generally
capable, but not necessarily skilled in running meetings.
D06BERT5 GROUP I.Q. FORMULA
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1-5
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2. RECOMMENDATIONS FOR IMPROVING OPPT MEETING MANAGEMENT
Based on the literature review, survey findings, and our discussions, the MMQAT developed
some recommendations for how OPPT can improve its meeting management. These
recommendations fall into in seven areas: scheduling, agendas, chairing, attendees, summary and
followup, resources, and facilities. In this chapter, we present an overall goal and a set of key
behavioral objectives for each area. We have also developed implementation strategies which are
found in Chapter 3 and cross-referenced here.
2.1 Goal for Scheduling: Improve Scheduling of OPPT Meetings
Behavioral Objectives:
a. Meetings are scheduled or rescheduled sufficiently in advance to allow key invitees to
attend
b. The chair of any meeting that is canceled or postponed ensures that all attendees are
notified of the change.
c. Key invitees are consulted in advance for their availability in the meeting
scheduling/rescheduling process.
d. OPPT adopts the 45 or 50-minute hour to allow attendees to move from one meeting
to another. Meetings will begin on the hour or half-hour and end 10 or 15 minutes
before the hour or half-hour (e.g., depending on its length, a 9:00 meeting will end at
9:15-9:20; 9:45-9:50; 10:15-10:20; etc.).
e. Compressed days: Mondays, Fridays, and lunch hours are avoided for standing
meetings and used only as a last resort for other meetings.
f. The scheduling of all OPPT meeting space is centralized in OPPT/IO or OPME. The
current disbursed system of meeting room allocation often necessitates many calls to
find a room. These calls could be minimized through centralizing management of all
OPPT meeting space.
g. Senior managers develop contingency plans to allow routine meetings (e.g., status
briefings) to start on time, even if their own schedules are unforeseeabty delayed.
Senior managers are particularly vulnerable to unexpected disruptions of their
schedules, and every effort will be made to prevent the ripple effect to everyone else's
schedules. Examples of contingency plans include: (1) proceeding without the
manager, (2) arranging for a stand-in, or (3) compressing the meeting so that, even
though it starts late, it still ends on time. Where the senior managers are the primary
audience (i.e., AA decision meetings) and their presence is required, meetings are
either compressed to end on time or rescheduled.
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Implementation Strategies:
3.1 Strategy for Obtaining OPPT Senior Management Commitment, p. 3-1.
3.3.1 Development of a Checklist, Pocket Guide, and Comprehensive Manual for OPPT
Meeting Management Procedures and Standards of Conduct, p. 3-2.
3.3.2 OPPT Training Program in Meeting Management Skills, p. 3-3.
22 Goal for Agendas: Increase the Use of Agendas Within OPPT
Behavioral Objectives:
a. Agendas include clearly specified meeting objectives. This is especially important for
decision-making meetings.
b. Agendas and meeting materials, such as briefing materials, are developed and
distributed in advance of the meeting date.
c. Agendas are followed. If there must be a deviation, it will be approached as a revision
to the agenda, and be agreed upon by attendees, preferably at the beginning of the
meeting.
d. Agendas include a time allocation for each topic.
Implementation Strategies:
3.3.1 Development of a Checklist, Pocket Guide, and Comprehensive Manual for OPPT
Meeting Management Procedures and Standards of Conduct, p. 3-2.
3.3.2 OPPT Training Program in Meeting Management Skills, p. 3-3.
23 Goal for Chairing: Improve Chairperson Skills
Behavioral Objectives:
a. The chairperson is skilled at running meetings.
b. A single chairperson is specified for every meeting. This person's name is listed on
the agenda.
c. The chairperson carefully considers who needs to attend a meeting and ensures that
all staff necessary to accomplish the meeting's objectives can be present.
d. The chairperson begins and ends meetings on time. He or she doesn't wait for tardy
arrivals.
e. The chairperson maintains control of meetings.
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f. The chairperson plans and distributes the agenda before the meeting.
g. The chairperson ensures that attendees have the opportunity to contribute to
meetings.
h. The chairperson ends meetings early when the business is concluded prior to the
scheduled end time.
Implementation Strategies:
3.3.1 Development of a Checklist, Pocket Guide, and Comprehensive Manual for OPPT
Meeting Management Procedures and Standards of Conduct, p. 3-2.
33.2 OPPT Training Program in Meeting Management Skills, p. 3-3.
Anatomy
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Stage 6
Putting an end to
discussion:
One must learn
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ANYONE HAVE ANY MCK& INAME -moUfiHTS THEY'O
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Reprinted with special permission of King Features Syndicate
2.4 Goal for Attendees: Attendees Contribute to the Meeting Process and Participate
Throughout the Meeting
Behavioral Objectives:
a. Attendees, invited or not, ensure that it is appropriate for them to attend a meeting.
If uncertain, they call the chair.
b. Meeting participants who are unable to attend, or who will attend for less than the full
meeting, inform the chairperson before the meeting.
c.
Attendees, especially key players, arrive on time with all meeting materials in hand.
This is particularly important for problem-solving meetings.
d. Attendees help the chairperson stay on the agenda and, if necessary, remind him or
her to summarize the meeting's achievements and next steps at the end.
e. All attendees' identities and roles (e.g., chairperson, participant, observer) are known
to other attendees.
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Implementation Strategies:
3.1 Strategy for Obtaining OPPT Senior Management Commitment, p. 3-1.
3.3.1 Development of a Checklist, Pocket Guide, and Comprehensive Manual for OPPT
Meeting Management Procedures and Standards of Conduct, p. 3-2.
3.3.2 OPPT Training Program in Meeting Management Skills, p. 3-3.
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Implementation Strategies:
3.3.1 Development of a Checklist, Pocket Guide, and Comprehensive Manual for OPPT
Meeting Management Procedures and Standards of Conduct, p. 3-2.
3.3.2 OPPT Training Program in Meeting Management Skills, p. 3-3.
2.6 Goal for Resources: Resources Necessary to Accomplish the Meeting's Objectives are
Available and Functioning (Chalkboards, White Boards, Overhead Projectors, Audio-visual
Materials, etc.)
Behavioral Objectives:
a. OPPT funds are made available to stock all OPPT meeting rooms with white boards,
chalk boards, or flip charts.
b. The chairperson ensures that meeting rooms have chalk or white board pens, as
appropriate.
c. Sufficient advance planning is done to ensure that the necessary resources are
available.
d. Audio-visual equipment is readily available.
Implementation Strategies:
3.1 Strategy for Obtaining OPPT Senior Management Commitment, p. 3-1.
3.3.1 Development of a Checklist, Pocket Guide, and Comprehensive Manual for OPPT
Meeting Management Procedures and Standards of Conduct, p. 3-2.
3.3.2 OPPT Training Program in Meeting Management Skills, p. 3-3.
2.7 Goal for Facilities: Meeting Rooms are Adequate and Available for the Meetings that
Need Them
Behavioral Objectives:
a. Management of OPPT-controlled meeting rooms is simplified and centralized in the
OPPT/IO or OPME.
b. Physical attributes of existing meeting rooms are brought up to an adequate standard.
c. Furniture is arranged to dearly distinguish between active meeting participants and
observers.
d. The current reorganization-related "short-and long-term" OPPT moves provide
adequate meeting space for all OPPT divisions.
e. The future EPA Headquarters building space contains adequate meeting rooms.
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Implementation Strategies:
3.1 Strategy for Obtaining OPPT Senior Management Commitment, p. 3-1.
3.4.1 Strategy to Improve Meeting Facilities Within OPPT, p. 3-4.
3.4.2 Strategy to Improve Availability of Resources to Support OPPT Meetings, p. 3-5.
2-6
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3. IMPLEMENTATION STRATEGIES
The MMQAT has developed the following series of Implementation Strategies which, if
followed, may dramatically improve overall OPPT meeting management. These procedures may
also save significant staff time and improve productivity and morale.
3.1 Strategy for Obtaining OPPT Senior Management Commitment
There must be a real change in the OPPT culture in order to improve the efficiency and
effectiveness of OPPT meetings. OPPTs senior managers must be committed to implementing
change. Without this commitment at the top, there will be few improvements in OPPT meeting
management. This commitment must take place immediately and continue for as long as OPPT
desires to continue an active program in meeting management improvement.
To begin, OPPTs senior managers will establish OPPTs Meeting Management Policy by
endorsing the policy statement in the front of this Action Plan. In addition, they will abide by and
enforce new procedures and standards of conduct for OPPT meetings. This is the highest priority
in the MMQAT Action Plan and must be the first step in its implementation.
Specific Implementation Recommendations:
a. Senior managers demonstrate their commitment to effective meeting management
principles by signing the OPPT Meeting Management Policy certificate (illustrated in
Appendix B) and hanging copies in all OPPT meeting space.
b. Senior management commitment is sincere and visible. Managers both support and
actively participate in the practice of new procedures and standards of conduct
regarding meetings. OPPT managers are positive role models for OPPT staff through
the meetings they chair and attend (e.g., minimize scheduling changes, arrive on time,
participate in session, help sum up at end).
c. Senior managers further demonstrate their commitment by attending a meeting
management training course in FY93.
3-1
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3.2 Strategy for Establishing OPPT Meeting Management Policy
The MMQAT developed the following policy statement for all OPPT meetings. It is also
provided on the first page of this report.
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c. The MMQAT recommends production of a detailed manual of OPPT meeting policy,
procedures, and standards of conduct. This manual will form the basis for a
comprehensive training program for all OPPT managers and staff. An outline of this
manual is contained in Appendk C.
3.3.2 OPPT Training Program in Meeting Management Skills
Ineffective meeting management and a resulting loss in productivity are major problems in
OPPT and are widely recognized at every level in the organization. The only way to change the
situation permanently is to make an investment in training and a bona fide commitment to change
now. Thorough training in effective meeting management skills, for all OPPT managers and staff,
is, therefore, one of the highest priorities in the MMQATs Action Plan. We believe that training
is absolutely essential for a permanent change in OPPT culture and is a prerequisite to long-term
improvement in OPPT meeting management. The immediate cost of the training may seem high,
but is a bargain, in fact, given the huge potential pay-off. Everyone in OPPT can be trained for less
than $100,000 (extramural funds). That is a minimal cost when compared to a continuing, and very
real, loss of staff time due to unnecessary and poorly run meetings. That loss is further
compounded by a decrease in productivity resulting from low morale.
The results of the MMQAT survey indicated that OPPT staff spend a great deal of time in
meetings. The survey data also indicated that there was a great deal of room for improvement in
meetings. We anticipate that improving the efficiency and effectiveness of OPPT meetings
through training will result in freeing up available resources to meet the challenges of the OPPT
mission.
OPPT is a dynamic organization. Basic training for everyone in OPPT is the critical first
step in improving meeting effectiveness. However, to maintain those skills, it is necessary to
continue to train and retrain. Changes in organization, staffing, and individual responsibilities
require that training in meeting skills be a continuing process in keeping up with the changing
work requirements.
Specific Implementation Recommendations:
a. We recommend that all OPPT staff (approximately 500 people) attend a specially-
designed training course in meeting management. This course will teach methods for
improving both efficiency and effectiveness. It will focus on chairing skills and include
the importance of attendee participation, agenda preparation, maintaining control of
meetings, beginning and ending on time, and summarizing and wrapping up
effectively. The course will also cover special roles such as note-takers and
facilitators. The MMQAT feels an adequate course will require one day and must be
tailored to meet OPPTs needs. The EED designed and presented a similar course in
1991. The EED course would provide the foundation for the OPPT course.
The MMQAT considered several alternatives for accomplishing basic training. Of the
many options considered, four were considered viable alternatives. These are briefly
described below.
(1) The MMQAT would develop detailed specifications and a qualified outside
contractor would develop and deliver the training.
3-3
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(2) The MMQAT would identify an existing training program that conies closest to
meeting OPFFs needs and ask an outside contractor to deliver it.
(3) The MMQAT would identify an existing training program that comes closest to
meeting OPFTs needs and the MMQAT members would deliver it.
(4) The MMQAT would develop a customized training program to meet OPPTs
needs and a qualified outside contractor would deliver it.
The MMQAT overwhelmingly endorses the first option. While we want to be more
involved, it is unrealistic to expect the members to fit the development or delivery of a
training course into their schedules. However, the Team will prepare detailed
specifications, select a qualified contractor, work with it to ensure that the training
content meets OPPTs needs, and monitor the delivery of the course. This option will
require no more than $125,000 in extramural funds. A preliminary training outline is
presented in Appendix D.
b. The MMQAT believes it is important that all OPPT senior managers take this course.
As another high priority group, MMQAT recommends all persons currently leading
workgroups or frequently chairing meetings take the course as soon as possible.
c. All new OPPT employees who have not received comparable meetings management
skills training will need to take the course.
d. Periodic seminars will be needed to refresh, enhance, reinforce, and maintain OPPT
skills. These can be as simple as showing a video or having informal discussions of
specific meeting-related issues.
e. Managers must hold their staff accountable for their meetings management skills.
Senior managers will give quarterly "pep talks" to their staff about effective meeting
management skills.
f. The MMQAT recognizes the growing role of facilitators in some OPPT meetings and
recommends that a course specific to this role be developed in the near future. The
OPPT Human Resources Team is developing such a course.
3.4 Strategy for Improving Meeting Facilities and Availability of Resources
3.4.1 Strategy to Improve Meeting Facilities Within OPPT
OPPT needs to begin long-term planning to improve its meeting facilities. As expansion to
additional space, changes in space assignment, and/or the movement of EPA as a whole to new
quarters occurs, attention must be given to the assignment of sufficient and suitable space to
conference and meeting rooms. As part of this process, the number and duration of meetings must
be estimated. Typical schedules must be worked out. For example, most meetings are held during
the middle of the week due to flexible work scheduled days off on Mondays and Fridays.
Holding efficient and effective meetings requires adequate and suitable meeting space.
Conference and other meeting rooms need to be available in a variety of sizes to comfortably
3-4
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accommodate the various types of meetings held at OPPT. In addition, the rooms need to be
furnished appropriately, well illuminated, maintain a comfortable internal climate
(i.e., temperature, ventilation), and be amenable to various room and meeting physical
arrangement requirements.
The long-range planning for OPPT must consider of conference room space in future space
acquisition, moves, and space redesign. OPPTs TQM efforts and matrix management structure
will require more meetings, and greater requirements for meeting space, than standard GSA
guidelines suggest. In addition, the dynamic nature of OPPTs conference and meeting
requirements, and the changing availability, type, and configuration of the space available to OPPT
requires a constant reassessment of conference and meeting space needs. The plan to relocate
EPA Headquarters within the next few years requires advance planning beginning now.
Specific Implementation Recommendations:
a. Given the scheduled move within the Waterside Mall complex in early 1993, the Team
recommends that meeting space needs for OPPT be carefully planned. All
considerations of relocation, or the acquisition of additional or alternative space, will
include planning for sufficient and suitable meeting space.
b. The Team recommends that, as a long-range objective, it be involved in planning for
future OPPT moves to ensure that adequate and appropriate meeting space is
reserved.
3.4.2 Strategy to Improve Availability of Resources to Support OPPT Meetings
The improvement of OPPT meetings requires better access to support supplies and
equipment which contribute to meeting effectiveness. From basic low-tech equipment such as
chalk- and white-boards; to mid-tech slide and overhead projectors; to high-tech equipment like
white boards that can make copies of their displays, electronics equipment such as video monitors,
VCRs, and audio/video recording equipment, the appropriate support equipment is vital to
effectively present information, and to capture meeting proceedings and decisions. Presentation
materials preparation equipment for vu-graphs and slides needs to be readily available. The
availability of, and easy access to, such equipment is essential for the conduct of an efficient and
effective meeting.
Specific Implementation Recommendations:
a. First, we recommend improving access to existing Agency and OPPT equipment and
supplies. Current methods for obtaining equipment from the EPA Audio-Video
Department are not always reliable. We recommend that someone in the OPPT/IO
or OPME work with the AV Department to improve the current reservation and
delivery system.
b. We recommend providing OPPT meeting equipment and supplies, along with meeting
space reservations, centrally through the OPPT/IO or OPME.
c. For the long term, OPPT will acquire some basic equipment and supplies to store in
central meeting locations exclusively for its use. The acquisition of sufficient and
appropriate support equipment is a current as well as a long-range issue. An estimate
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will be made of the equipment needed to support the current meeting requirements,
and an inventory made of equipment now on hand. Actions will be taken to acquire
any needed additional equipment as budgets allow. The OPPT/IO will also
continuously monitor both changing needs and new technologies to ensure that the
proper level and quality of meeting support equipment is maintained.
d< As part of OPPTs long-term plan, OPPT will ensure the availability of adequate
meeting rooms. This wid apply to near-term moves within current space as well as a
future proposed move to a different building. This will ensure the availability of
adequate meeting rooms, before and after the within Waterside Mall move and after
the proposed move to a new Headquarters.
3.5 Strategy for Program Evaluation
To maintain the program of enhanced meeting effectiveness, it will be necessary for OPPT
to continually monitor and evaluate progress and success. Modifications may be needed to fine
tune the meetings training program or to revise and update the Pocket Guide and procedures
manual over time. It is also important to recognize changing needs and conditions within the
organization. These may dictate changes to the basic OPPT meeting management policy. Such
monitoring is an ongoing effort.
Specific Implementation Recommendations:
a. The MMQAT has designed a meeting evaluation form to provide timely and
continuing feedback to meeting chairs at the conclusion of any meeting. The form,
included in Appendix E, will be placed in each OPPT meeting room for use by
meeting participants. The Chairperson will encourage participants to take and fill out
an evaluation form to provide constructive (and anonymous) feedback to help make
future meetings of that group more efficient.
b. The MMQAT will conduct an evaluation study approximately 9 months after the
signed OPPT meeting management policy certificates are posted. The format may be
a survey similar to the one used by the MMQAT to identify key issues, or could be
focus groups or interviews to discuss the progress to date and the changes still needed.
The implementation, as well as the impact of the changes, will be assessed.
c. The MMQAT recommends, at minimum, an annual evaluation of the program at all
organizational levels, with each organizational unit completing a self-evaluation.
d. In addition to the self-evaluations, the Team has developed a standard meeting
evaluation form to be administered on a periodic basis at OPPT meetings. This can
serve as a valuable source of continuous assessment of progress and status to all staff,
with specific feedback provided to meeting chairpersons.
e. Finally, as stated already, OPPT managers will be held accountable for the success or
failure of the quality of OPPT meetings. This accountability can be incorporated into
the formal performance review cycle.
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APPENDIX A
SUMMARY OF OPPT MMQAT REVIEW OF THE LITERATURE
ON EFFICIENT AND EFFECTIVE MEETING MANAGEMENT
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REVIEW OF RECENT LITERATURE ON EFFECTIVE MEETING
SUMMARY OF RECOMMENDATIONS
February 6,1992
A. Twenty-two journal articles were reviewed, 15 of which were relevant to improving the
quality of meetings. Listed below, in order of frequency of occurrence, are the eight key
suggestions for running effective meetings. Numbers in parentheses refer to the number of
articles (out of 15) mentioning that recommendation. The list is followed by a reference list
of articles.
1. Make sure the meeting is necessary (8).
2. Have a written agenda (8).
3. Hold the meeting in a room that is large enough and comfortable (6).
4. Select the appropriate participants (5).
5. Prepare and distribute minutes (5).
6. Ensure that all participants understand the expected outcomes (4).
7. Start on time (4).
8. End on time (3).
B. Although the following suggestions were not given as frequently as those above, they are
worthy of mention.
1. Hold meetings early in the week so that actions can be taken during that week.
2. Understand the players and the process.
3. Distribute the agenda ahead of time.
4. Handle the most difficult items first.
5. Summarize often during the meeting.
6. Assign action items.
7. Put time limits on the agenda.
8. Plan the next meeting.
9. Make sure needed equipment (and instructions) are at the meeting.
10. The timekeeper and recorder should NOT be the chairperson of the meeting.
C. Finally, a short list of what leads to meeting failures.
1. Fatigue;
2. Dominant personalities not controlled;
3. Lack of information that participants need;
4. Insufficient time;
5. Lack of authority to do what the meeting is charged to do; and
6. Poor meeting preparation by chair and/or participants.
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STRATEGIES FOR SUCCESSFUL MEETINGS
References
Aider, WJ., Green, WA., and Lazarus, H. (1991). Problem-solving meetings: Are you meeting with success?
Executive Excellence, Vol. 7, No. 10, Pp. 10-11.
Anonymous. (1986). Meetings and conference planning: Preparation and presentation are keys to success.
Sales and Marketing Management in Canada, Vol. 27, No. 5, Pp. 10-12.
Anonymous. (1987). Sales agency management - Part 3: How to hold effective staff meetings. Agency Sales
Magazine. Vol. 17, No. 10, Pp. 60-63.
Anthony, W.P. (1979). Management for more effective staff meetings. Personnel Journal, Vol. 58, No. 8,
Pp. 547-550.
Ashenbrenner, G. (1988). Planning effective meetings: A 20-step guide to success. Business Credit, Vol. 90,
No. 7, Pp. 43-46.
Brewer, J.D. (1984). How to have effective meetings. National Underwriter (Property/Casualty), Vol. 88, No. 2,
Pp. 46-47.
Bryan, LA., Jr. (1991). Group dynamics: Toward more effective meetings. Professional Safety, Vol. 36, No. 10,
Pp. 28-31.
Cavalier, R. (1984). Key to effective meetings: Make them relevant. National Underwriter (Life/Health),
Vol. 88, No. 20, Pp. 34-35.
Conlin, J. (1991). Making sales meetings more effective. Successful Meetings, Vol. 37, No. 10, Pp. 50-55.
Dewar, D.L. (1985). Conducting effective quality circle meetings. National Underwriter (Life/Health), Vol. 89,
No. 2, Pp. 20-21.
Katz, S.N. (1991). Power skills for effective meetings. Training and Development, Vol. 45, No. 7, Pp. 53-56.
Kelly, T. (1981). Meeting success - Planning is the key/Ten things to avoid at your small meetings. Successful
Meetings, Vol. 30, No. 10, Pp. 26-40.
Humph, N. (1984). Effective meetings - a management must. Supervisory Management, Vol. 29, No. 12,
Pp. 28-32.
Lant, J. (1991). Effective meetings. Business and Economic Review, Vol. 37, No. 4, Pp. 22-24.
Moskowitz, R. (1991). Electronic meetings raise effectiveness. Office Systems, Vol. 8, No. 8, Pp. 30-36.
Sandburg, D. (1979). Effective meetings reflect planning. Word Processing Systems, Vol.6, No.10, P.42.
Seekings, D. (1987). Organizing effective conferences and meetings. Journal of Sales Management (U.K.),
VoL 4, No. 1, Pp. 4-11.
Sigband, N.B. Meetings with success. Personnel Journal, Vol. 65, No. 5, Pp. 48-55.
Smart, B.D. (1974). Achieving effective meetings - not easy, but possible. Training and Development Journal,
Vol. 28, No. 1, Pp. 12-17.
Taylor, H. (1981). How to conduct effective meetings. Supervision, Vol. 43, No. 3, Pp. 6-7.
Tobin, WJ. (1977). Talks you can use at your meetings - make effective presentations. Successful Meetings,
Vol. 26, No. 6, Pp. 177-179.
Zuckerman, I. (1978). Success meetings work - sales meetings don't. Product Marketing, Vol. 7, No. 4,
Pp. 34-37.
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APPENDIX B
OPPT POLICY STATEMENT CERTIFICATE
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OPPT Meeting Management Policy
OPPT meetings are conducted to maximize effectiveness and efficiency. OPPT meetings are conducted only when
needed, in a manner to achieve stated meeting objectives, to ensure adherence to a planned meeting schedule, and
with appropriate facilities and resources. OPPT meetings are conducted in strict accord with the procedures and
standards of conduct contained in the OPPT meetings guide. These procedures and standards are consistent whh
OPPTs commitment to the basic tenets of Total Quality Management.
Mark A Greenwood
Office Director
Date
Josephs. Cam
Deputy Office Director
ChadesMAuer
CCD Director
DavidJ.Kling
PPD Director
JbKphF.P0vwn,Jr.
OPME Director
Joseph A Cotnrvo
CSRAD Director
JohnW.Mdonc
CMD Director
UndaATravcn
DUD Director
SutanB. Hazen
EAD Director
Joseph J. Merenda, Jr.
HERD Director
MaryEnen Weber
EETD Director
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APPENDIX C
OUTLINE OF OPPT COMPREHENSIVE
MEETING MANAGEMENT MANUAL
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OPPT COMPREHENSIVE MEETING MANAGEMENT MANUAL
Outline Of Contents
The OPPT comprehensive meeting manual will cover the role of the chairperson, planning and
scheduling of meetings, preparing agendas, meeting attendance, the conduct of meetings, meeting closure,
and followup. It will also cover special types of meetings, special roles (e.g., facilitators) and special
formats (e.g., teleconferencing and video/teleconferencing).
1. Chairing
Outline specific responsibilities of the chairperson and how fulfilling those responsibilities can make
or break a meeting. Many of the following areas are all or partially a part of the chairperson's
responsibility and will be covered in one place or the other, as appropriate.
2. Planning and Scheduling
Provide guidance on appropriate methods and procedures for scheduling and rescheduling
meetings. This includes the appropriate amount of lead time necessary for various meeting types and
sizes. We recommend that meeting scheduling be centralized in OPPT to facilitate planning and to avoid
scheduling conflicts. We also recommend that OPPT adopt the 45 or 50-minute hour to allow for
movement between back-to-back meetings. Meetings that begin late should still end at the scheduled time
to avoid conflicts with succeeding meetings. To facilitate the planning and scheduling of meetings, we
recommend the development of an OPPT Meeting Planning Checklist. A draft checklist is included in
Appendix F.
3. Agendas
Provide information and guidance on preparation and distribution of agendas. This section
provides guidance on the use of agendas and gives examples of model agendas. It would establish how far
ahead of the meeting date agendas will be distributed for various types of meetings (e.g., no less than 5
working days for Division Staff Meetings).
4. Attendance
Provide guidance on meeting attendance, including the roles and responsibilities of standard
meeting participants and others (e.g., observers) who may be invited or may wish to attend. This includes
who does the inviting, who is invited, invitee preparation, contribution expectations, optimal seating
arrangements, and other relevant factors which affect the successful achievement of meeting objectives.
5. Control and Conduct
Provide guidance on the control and conduct of meetings. This includes why and where to hold
meetings. It also includes procedures and rules to be followed in the management of different types of
meetings (e.g., NCP or Contractor) and expected behaviors from the start of the meeting to the
assignment of followup activities. It includes making sure that appropriate facilities and equipment are
available.
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6. Special Roles
Provide guidance on special roles such as meeting facilitators, note takers, referees, etc. This
section would elaborate on the role of each special person and how that person interacts with the
chairperson and other attendees.
7. Special Types of Meetings
Present special circumstances or types of meetings that are managed differently than the standard
meetings. This would include teleconferences and video/teleconferences. It might also include public
meetings and meetings that are unique to OPPT.
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APPENDIX D
OPPT TRAINING COURSE ON PRINCIPLES OF
MEETING MANAGEMENT
PRELIMINARY OUTLINE
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OPPT TRAINING COURSE ON PRINCIPLES OF MEETING MANAGEMENT
PRELIMINARY OUTLINE
HOW TO IMPROVE THE EFFECTIVENESS OF OPPT MEETINGS
1. Preface on Group Dynamics
a. How groups work together
b. Working effectively toward a common goal
c. Process vs. task activities
2. Chairperson's Role and Responsibilities
a. Prepare and distribute agenda
b. Ensure right people are at the meeting
c. Introduce participants
d. Identify audience
e. Designate someone to take minutes or act as recorder
f. Ensure that critical information and resources are available
g. Establish ground rules
h. Maintain order
i. Provide continuity by summarizing what has happened since the last meeting
j. Encourage participation from all relevant people
k. Stick to schedule
1. Begin and end on time
m. Summarize and provide conclusions
n. Discuss followup activities
3. Other Roles
a. Attendees
b. When are special roles needed? (other than attendees)
c. Facilitator
d. Note-taker
e. Primary audience (e.g., briefing the AA)
f. Briefers/presenters
g. Experts/legal counsel
h. Informal roles
4. Agenda
a. Prepare and distribute (when appropriate) in advance
b. Give date, time, and location of meeting
c. Contain specific meeting objectives
d. List detailed meeting topics and time allocations
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e. Maintain flexibility for changing agendas (topics and schedule) as the meeting
progresses
f. Clarify for prospective attendees on who is invited to attend and their
respective roles
g. Obtain appropriate input when meeting is for AA/OD
5. Planning and Scheduling Meetings
a. How far in advance? Refer to Meeting Planners Checklist
b. Send meeting announcements
c. Let the appropriate people know when and where meeting will be held
d. Coordinate scheduling
e. Ensure the right people attend
f. Reschedule when necessary with appropriate notification and lead time
g. "Brown Bag" meetings - when and where appropriate
h. Standing meetings - when appropriate, ground rules for scheduling, review need
periodically
i. Maintain a comprehensive list of meeting rooms and contacts (recommend
centralized conference room scheduling by OPPT/IO)
6. Effectively Concluding Meetings
a. Summarize conclusions and decisions
b. Plan next meeting (if needed) and other followup activities
c. Make assignments and deadlines for followup activities
d. Adjourn meeting clearly
7. Meetings Followup
a. Prepare and distribute minutes when appropriate
b. Establish ground rules for distribution of minutes
c. Use of OPPT Meeting Evaluation Form
8. Special OPPT Considerations
a. Managing Meetings in a Matrix Management Environment
Overview of matrix management; impact on meeting planning
Scheduling
Identifying appropriate attendees
Who's in charge
b. Special "types of Meetings
Information exchange
Problem-solving
Decision-making
Planning
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9. Other Special Cases or Exceptions
a. Staff meetings
b. Retreats
c. QATs
d. AA/OD briefings
e. Meetings with no chairperson
f. Meetings using a facilitator or moderator
g. Meetings where an agenda is not needed
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APPENDIX E
OPPT MEETING EVALUATION FORM
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OPPT MEETING EVALUATION FORM
INSTRUCTIONS; TO BE COMPLETED BY ATTENDEES AT THE CONCLUSION OF THE MEETING,
MJtmCIVBCOMPIJrrEDfORMlO MEETING CHAIRPERSON. PLEASE PROVIDE COMMENTS IN
THE SPIRIT OF TOTAL QUALTIY MANAGEMENT,
MEETING DATE : / /
SCHEDULED TIME: (from:) : AM/PM (to) : AM/PM
PURPOSE OP MEETING: .
CHAIRPERSON'S NAME:
YES NO
1. Was the meeting necessary? [[[ ....... Q D
2. Were you notified of the meeting sufficiently in advance? ......................................... D Q
How many workdays _ or hours _ in advance?
3. Was a written agenda prepared? [[[ D D
4. Was a written agenda distributed in advance? [[[ O Q
How many workdays _ or hours _ in advance?
5. Were the roles and responsibilities of all attendees clear? ......................................... Q Q
If no, why not? _ _
6. Was the meeting room adequate and acceptable? [[[ D Q
If no, why not? _
7. Were all the materials needed for the meeting available?
If no, what was missing?.
8. Were all of the equipment and resources there (flipcharts, markers, VCRs,
projectors, etc.)?
If no, what was missing?.
9. Were the participants prepared? D D
10. Did the meeting start on time? D D
11. Did the meeting end on time (or earlier if business was completed)? D D
12. Wasa"45or50-mimitehour"used? D D
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APPENDIX F
OPPT MEETING CHECKLIST
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OPPT MEETING CHECKLIST
INSTRUCTIONS; USE THIS FORM TOR PIANNING AND SUNNING MEEIINCS.
MEETING NAME:
MEETING DATE/TIME/LOCATION:.
CHECK BOX IN THE COLUMN BELOW.
WRITE "NA" IF ITEM IS NOT APPLICABLE
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
Identify chairperson
Be sure the meeting is necessary
Coordinate the time with attendees
Reserve an appropriate meeting room
Arrange for the needed equipment and supplies
Distribute meeting notice at least 1 week in advance
Prepare written agenda with meeting objectives and time allotment
for each agenda item
Distribute agenda/materials at least 48 hours in advance
START ON TIME
Follow the agenda and schedule
Designate a recorder to take minutes
Summarize and document meeting results
Summarize and document followup activities
Hand out MEETING EVALUATION FORMS
Clearly adjourn the meeting
END ON TIME
Prepare and distribute minutes
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APPENDIX G
SCHEDULE FOR THE IMPLEMENTATION OF THE MMQATS
RECOMMENDATIONS
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Schedule for the Implementation of the MMQATs Recommendations
1. Distribute Effective Meeting
Checklist (Bookmark)
2. Present Action Plan to DDs
3. Management Signs the Meetings
Management Policy
4. Distribute Survey Results
OPPT-wide
5. Distribute Action Plan OPPT-wide
6. Distribute OPPT Pocket Guide
7. One-day Training in Meeting
Management (with Manual)
8. Heightening Awareness Sessions
(Video)
9. Evaluate Initial Implementation
of Action Plan
1992
APR... NOV DEC
X
X
X
X
X
1993
JAN FEB MAR APR MAY JUN JUL AUG SEP
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Copyright Acknowledgements
Page 1-2. Copyright 1992. Reprinted with special permission of King Features
Syndicate.
Page 1-5. Build A Better Life By Stealing Office Supplies, by Scott Adams.
Copyright 1991 by United Feature Syndicate, Inc. Reprinted by permission of
Topper Books, an imprint of Pharos Books, New York.
Page 2-3. Copyright 1992. Reprinted with special permission of King Features
Syndicate.
Page 2-4. Drawing by Levin; Ğ 1988; The New Yorker Magazine, Inc.
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