ORGANIZATION AND MANAGEMENT
„/ TECHNICAL MEETINGS AND SEMINARS
ENVIRONMENTAL PROTECTION AGENCY
NATIONAL ENVIRONMENTAL RESEARCH CENTER • CINCINNATI
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ORGANIZATION AND MANAGEMENT OF TECHNICAL MEETINGS AND SEMINARS
BY
H, W. JACKSON/ PH.D,
National Training Center
Office of Water Programs
ENVIRONMENTAL PROTECTION AGENCY
NATIONAL ENVIRONMENTAL RESEARCH CENTER
4676 Columbia Parkway
Cincinnati, OH 45226
September 1971
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CONTENT S
Page No.
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• I P • I • 13
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a S P I • S • 15
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a a I I • 15
a * a • • 17
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I. INTRODUCTION
II. SUMMARY OF PROCEDURES
A. Advance Planning a a . • . a
B. On—Sjte Rechecks a p a a I S I I I • •
III. PLANNING AND PRESENTING THE TECHNICAL PROGRAM.
A. Objectives . • . • a a • • a a •
B . Lead Time • . . • a • • • a
C. Tentative Topical Agenda . • a
D. The Annotated Agenda a a
E. The Final Program. a a
F. Speakers Notes or “Session Plans”.
C. Visual Aids . . . .
H. Handout Material . • a . p p a
I. Rehearsals . . . . a a a a . p a
IV. ADMINISTRATIVE AND OPERATIONAL FACETS.
A. Official Authorization . . • a a
B. Meeting Room and Facilities, •
1. Negotiating with Host Organization
2. TheNeetingRoom. . • .5 • a.
3. General Room Arrangement . . • •
4. TheScreen ..
5. Estimating Optimum Seating Capacity.
• • • • 18
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2 Contents
8. Pointers
9. Chalkboards
C. Accessory Rooms and Services.
D. Conducting the Formal Sessions.
1. The General Chairman.
2. The Floor Manager . .
3. Nontechnical Assistants
E. Evaluation. .
F. InConclusion. . . . . .
REFERENCES. . . . . . .
LIST OF PLATES.
LISTOFTABLES. . . . .
• S • S •
• . S S S
• S • S I • • 35
• S S • • • 35
APPENDIX A Speaker’s Session Plan
APPENDIX B To Guest Moderators
APPENDIX C Speaker’s Bio-Data Sheet
APPENDIX D Sample Evaluation Sheet
6. Projection and Electrical Service . . . . 21
7. Loud Speakers or Public Address
Systems 23
• 25
26
26
26
• • 26
• S I • S • . 27
• • • . . . . 28
29
. . • . . • • 29
• . • . . . . • • . . • 30
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PREFACE
Technological and other information from the Environmental
Protection Agency and other governmental units is of ten
urgently needed by key individuals in many places as soon as
possible, without waiting for the time-consuming process of
publication and “distribution through channels.” Short
technical seminars of one or a few days’ duration, often
repeated in different parts of the country, have proven to
be extremely effective in rapid dissemination of information
of this type. Meetings of nongovernmental professional
societies, special “task” groups, communities, and other
types of information-dispensing or information—exchanging
gatherings are also frequently of great importance and often
urgency to both the participants and society at large.
Unfortunately, I have observed over the years that speakers
on such occasions all too often either fail completely, or
succeed only partially, in fully imparting their message to
the audience, in “communicating.”
In some cases this shamefully wasteful process is due to
inexpertise on the part of the speaker, at other times to
poor physical facilities, or other factors beyond his control.
The following pages are offered in hopes that they will
enable part-time instructors or lecturers to make a better
speech and to assist the administrator or organizer in
preparing a program and an environment in which a better
speech can be made
H. W. Jackson
Cincinnati, Ohio
September 1971
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ORGANIZATION AND MANAGEMENT OF TECHNICAL MEETINGS AND SEMINARS
I INTRODUCTION
These guidelines are a brief summary of principles and ideas
gleaned from the experience of the National Training Center,
and its predecessor organizations over the years in presenting
technical material to appropriate audiences. In general,
specialists respect each other: the physician is respected as
a curer of human ailments, the engineer as an applier of
knowledge, the research worker as an investigator in a partic-
ular specialty. No one should know more about the problem at
hand than the investigative team which has just completed a
project. They should be the ones who deliver key talks and
answer technical questions. With a few outstanding exceptions,
however, such individuals are rarely excellent or even adequate
speakers, teachers or writers. Some actively dislike public
speaking. This is therefore a plea for specialists to consult
specialists: let research specialists enlist the aid of training
or speaking specialists in developing their programs.
First a leader or general organizer must exist. He may be the
head of a government bureau, a project director or the elected
president of a society. But he must believe in the importance
of the projected meeting or seminar and be technically competent
to direct it.
Technical or research men (or groups) must provide the informa-
tion and (usually) do most of the actual work of preparation
and presentation. But the training specialist can assist
vitally in planning, staging, evaluating proposed visual aids,
suggesting methods of presentation, and other areas to be
mentioned later.
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2
II SUNMARY OF PROCEDURE
A Advance Planning
Discussed
1. Appoint or acknowledge a leader-coordinator-- on page:
“spark plug,” the General Chairman
2. Technical and Professional Aspects
a. Establish a small technical task force
or committee which will soon be
enlarged to include one or more adminis-
trative individuals and consultants. 2,14
b. Formulate a statement of specific need,
opportunity for technological transfer
or other objective. Why is it necessary?
What is to be accomplished?
c. Determine the target audience. Who needs
to know?
d. Develop a tentative topical agenda for
strictly technical contents, including
tentative or potential speaker assignments. 6
e. Develop an annotated technical agenda in
which the coverage of each session is
carefully defined and coordinated with that
of other sessions. 7
f. Reexamine the statement of objectives
(2 above). As listed, does each agenda
session contribute? Is there needless
duplication between sessions? Is extraneous
material introduced? Should the objectives
be revised or restated? 8
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Discussed
on page:
g. Make final speaker assignments and
initiate the preparation of detailed
“Speaker’s Session Plans” (or speaker’s
notes) for each session. 8,9
h. Enlist the services of a trainer or
professional speaker. Request his advice
and assistance in:
1) Expanding the technical agenda into
an official “Program,” 8
2) The design and production of visual
aids, 10
3) Coaching and rehearsing technical
speakers to achieve maximum
effectiveness, 14
4) Coaching and advising the Floor
Manager (see below) if necessary, and 27
5) Other items as appropriate
i. Appoint a nontechnical individual to
work with the technical task force in
making administrative and nontechnical
arrangements. This person can often
serve advantageously as “Floor Manager”
(see also Tables 4 and 5, pages 31 and
34 and Appendix B-8). 14
j. Prepare detailed speakers notes or
“Session Plans” for each session,
including plans for visual aids. 9
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4 Discussed
on page:
k. If printed handout material is
contemplated, the form or style should
be determined early in the planning
stage, and an individual given responsi—
bility for its preparation and
reproduction. 13
1. Technical and honorary guest speakers,
session chairmen and others should be
recruited as soon as possible after the
final program is determined. 9
3. Administrative and Operational Facets
a. Determine if funds and official
sanction for such a meeting are
available. 14
b. Assign adequate headquarters office
personnel and facilities to carry
out project. 14
c. As soon as objectives and target
audience are determined, locate one
or more potentially suitable meeting
sites. 15,16
d. Make tentative determination of date
or dates. 6
e. Send a qualified representative or
team to investigate each site and
determine if it is available on the
desired date. Forward the resulting
recommendation through the proper
channels at the earliest possible time.
It is good policy, if otherwise
feasible, to designate the future
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5 Discussed
on page:
“Floor Manager” as chief site
investigator or at least a member
of the team. 15
f. Provide for printing and distribution
of preliminary publicity announcements,
programs, or invitations. 14
g. Review the check list (Table 4) and
identify any nontechnical items not
already provided for. Assign responsi-
bility to an appropriate individual
to make arrangements for such items as
clerks and typewriters for
registration, name tags, roster
production, arrangements for coffee
breaks, and other items that may be
necessary. 31
B. On-Site Preparations for Opening Session (see
also: On-Site Recheck List, Table 5)
1. The General Chairman or his appointed
deputy should be present and available for
“crises” policy decisions which usually
arise. He should meet and entertain visit-
ing dignitaries and others so that the Floor
Manager may be left free to attend to the 26
many last-minute checks.
2. The Floor Manager should assure himself
that all local specific arrangements have
been carried out as planned and that the
needs are met if a breakdown has occurred.
Critical items usually needing a final 27
recheck are listed in Table 5.
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6
III , PLANNING AND PRESENTING THE TECHNICAL PROGRAM
A. Objectives
A document which clearly and succinctly states the
objectives to be achieved by the proposed program is
fundamental to the entire operation. If an item proposed
for the agenda does not contribute specifically to one
of the objectives, either it should be deleted or the
objectives should be reconsidered. Do not attempt to
cover the entire field of science in one seminar.
Confine your objectives to the relatively limited new
developments concerned. List exactly:
1. What is to be accomplished (taught or imparted to
the audience), and
2. Whom the “target” audience should be and how well
these people are informed.
B. Lead Time
Never underestimate the time preparing a technical seminar
requires. Return to your objectives. If the “target
audience” is the man down the hall, invite him to the
coffee shop and stage your seminar. If you plan to
invite one or two hundred men from a “region,” three to
six months is a minimum. If your audience is still more
extensive, a year or more may be necessary. The summary
check list (Table 4) may suggest some additional reasons
why ample time for planning and staging such sessions is
essential.
C. Tentative Topical Agenda
The development of a. schedule of presentation or “tentative
agenda” will probably begin before the statement of
objectives has been finally adopted, but no items should
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7
be included that do not contribute to achieving the agreed
upon objectives. Consideration should be given to the
logical sequence of presentation, the estimated time
required to develop each topic, and the potential individ-
uals to present each topic. This assures at an early
stage that the technical competence or information envis-
aged in the original concept is indeed available.
Make tentative or potential speaker assignments.
D. Annotated Agenda
An annotated agenda should now be developed in which
the subject matter coverage of each session is carefully
set forth and identified as achieving one or more of the
objectives. There are various ways to accomplish this.
For example:
1. the Project Director can prepare the entire
document and submit it to the technical speakers
as an administrative assignment, or
2. the speakers assigned to the various topics in the
agenda can each submit to the Director his concepts
of what he should cover and, if pertinent, how he
proposes to do it.
The statement summary or outlines enlarging on the
tentative agenda topics should be brief (less than one
page). This makes it possible for the reviewer or review-
ing team to keep the exact coverage of each session and
its contribution to the stated objectives clearly in
mind. The general purposes of the annotated agenda are:
1. to assure that all objectives are indeed covered,
2. to avoid undue duplication of material between
sessions,
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3. to assure that the relationship of each topic to
other topics is evident, and
4. to provide for optimum sequence of presentation to
achieve a logical coherence of the overall program.
Revision of the original statement of objectives may not
now be in order.
E. Final Topical Agenda or “Program”
After the technical portion of the program has been
refined to everyone’s satisfaction, it should be completed
by the addition of a few amenities such as a “Welcome” by
some prominent individual, “Break” and “Lunch” periods,
the names of session chairmen if such are used, “Concluding
Remarks,” etc. You now have the meeting’s official
“Program.”
In general it is wise to avoid assigning a given individual
responsibility for conducting more than two sessions in
succession. Plan for frequent alternation of speakers.
This not only reduces speaker fatigue, but also greatly
reduces boredom in the audience. Lecture sessions should
not exceed an hour. Preferably they should last fifty
minutes or less. Opportunity for questions and discussion
should be provided if humanly possible, even if the technical
presentation must be shortened.
The audience should have an opportunity to at least stand
up and stretch between each session.
A fifteen to twenty minute break should be mandatory during
the first part of the morning, and a ten minute break dur-
ing mid afternoon; this is particularly important in
seminars lasting two or more days.
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F. Speaker’s Session Plans (Speaking Notes)
Require each speaker to develop a Speaker’s Session Plan
(SSP) for each session (see Appendix A). This is a
formalized topical series of “speaker’s notes,” indicating
where visual aids will be used, the sequence of topics to
be discussed, and the approximate time devoted to each.
This SSP should be checked against the annotated agenda
to assure complete coverage of the assigned topic as
mentioned above.
In use, the original speaker may refer infrequently to
his SSP after the first few presentations, and he may
wish to amend it from time to time as he discovers better
sequences and methods of presentation. After original
organization, its greatest use is as “insurance” in case
some other person has to substitute in an emergency, or
is assigned to “take over.” Under no circumstances should
a paper or manuscript be read verbatim (except for brief
P.M.
A.M.
1 Registration, welcome
and introduction
2 Coffee break
3 Technical session
4 Standup break
5 Technical session
6 Lunch
7 Technical session
8 Ten minute break
9 Technical session
10 Five minute break
11 Technical session
12 Adjournment
PLATE 1
Suggested Pattern for First Day
(Adapt to circumstances)
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quotations). A speaker may prepare a potentially verbatim
manuscript or even a paper for publication to “get his
thoughts in order,” and he may prepare his SSP directly
from the paper. But he should speak, from notes.
G. Visual Aids (Usually Projectuals)
It may be difficult to convince the traditional technol-
ogist of the importance of visual aids, and to justify to
him the time and effort required to produce them. But their
importance cannot be overemphasized. The training consultant
should be called on heavily at this point.
Visuals enable the audience to see what the speaker is
trying to say Of our five senses, seeing is by far the
most effective avenue to learning——hearing comes in a very
poor second. Since the technical man already knows what
he is to talk about (see above), he usually needs to spend
more time devising ways to visualize his message than pre-
paring words to verbalize it (note Table 1).
TABLE 1
THE POTENTIAL OF VISUALS TO SUPPLEMENT THE SPOKEN WORlD
Recall 3 Hours Recall 3 Days
Later Later
Lecture only 25% 10%
Visuals only 72% 20%
Blend of lecture and 85% 65%
visuals
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Even visuals can detract from the message if they are
poorly prepared or shown. For example: research workers
frequently project slides showing tabular data lifted
from published or typewritten material, which are almost
unreadable in the second row, and only a blur at the back
of the room. This detraction can be compounded by a
speaker’s inadequate discussion or analysis. There is
no single set of rules for the production of good visuals-—
each one is different (Plate 2).
Use your training consultant heavily in this area which
is far too large to discuss fully here. His group may
or may not have the capacity to assist you physically, but
his advice can spell the success of the seminar (note also
references 2 and 5).
TABLE 2
CHARACTERISTICS OF GOOD VISUALS
One point or comparison per visual
A maximum of seven lines per visual
A maximum of seven words per line
Bold and big
Stimulate interest
Challenge the viewer
There are a few additional points to bear in mind:
1. Projectuals (slides, etc.) used in any one
presentation or discussion should all be of
the same form, such as 2 x 2 slides or 8 x 10
“overheads,” in order to avoid the requirement
of more than one type of projector (unless a
movie, too, is to be used).
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PLATE 2
DEVELOPMENT TIME OF
DYESTUFF (mm)
B
TWO PRESENTATIONS OF DATA FROM THE SAME STUDY
A An all too familiar sight to technical audiences.
study would be required for real comprehension.
quality of reproduction.
Extended
Note poor
B Selected information from Example A presented for quick
visual impact.
10’
80
w
U
a
I—
‘I ,
a
I-
I-
a
w
0
LLI
40
3 p.p.rn.
20
0
0 5
10
A
-I
60
AZO
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2. In case your organization, not the host, is providing
projector and projectionist (see Section IV B 5 below),
plan to carry your own projector with you when traveling.
It will often avoid the embarrassment of trying to
learn to operate a strange projector in front of an
audience. Be sure to include power extension cords
totaling thirty to fifty feet and remote control
extensions totaling 75 feet. A remote control 2 x 2
magazine projector with a zoom lens is strongly recom-
mended, but you may need lenses with still longer focal
lengths. Be sure to carry at least one spare bulb.
If you use a magazine projector, you can check and load
slides for each presentation before departure and transport
them in the magazine. Sometimes you will need an entire
magazine for one presentation; sometimes slides for two or
three presentations can be loaded into one magazine. Some
speakers prefer to have all slides for their own sessions
loaded in proper sequence into one or more magazines. Be
sure magazines are plainly marked! The cost of extra
magazines is miniscule compared to the total cost of the
meeting.
H. Handout Material
An early decision must be made as to what printed or
duplicated technical material will be distributed to the
audience, and subcommittees with appropriate instructions
set up. This may range all the way from a simple mimeo-
graphed topical agenda to formally prepared papers bound
into a book of ‘Transactions.” If international distri-
bution or audience is anticipated, there will also be
linguistic problems.
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If research papers or other organized materials are to
be distributed before the meeting for the audience to
follow or refer to, it is very important that an “Index”
or “Table of Contents” be prepared ahead of time and
included in the original volume or packet so particular
papers may be readily located when a speaker mentions
them. Thus if a particular paper is not prepared in time
to be included in the original volume, its proper place
or relationship is evident when it becomes available.
It is very helpful if all fundamental visual aids, or
approximations thereof, can be reproduced in the handout
material.
I. Rehearsals
If there is any question about timing or any other aspect
of a given presentation, the Training Consultant will be
pleased to coach or otherwise work with the speaker in his
preparation. Contact the training representative on your
local committee for further information.
TV 1 ADMINISTRATIVE AND OPERATIONAL FACETS
A. Official Authorization
It will be assumed here that official sanction for and
assurance of financial support has been obtained, and
that clerical, secretarial, and other nontechnical support
elements are available. A nontechnical “administrative
officer” should be appointed to coordinate the following
arrangements:
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B. Meeting Room and Facilities
As soon as the basic decisions have been made, a
meeting room should be located and tentatively reserved.
Final reservations should under no circumstances be
made until an on—site inspection has been made by a
competent person as far ahead of the meeting date as
possible. Items to be investigated are discussed below.
1. Negotiating with Host Organization
Ascertain the degree of cooperation and helpfulness
offered by the “salesman” or other representative
contacted. This will be influenced to some extent
by: established policies, the size of the hostelry
or institution, the anticipated size of your meeting,
the time available for preparations, financial con-
siderations, other factors which may be peculiar to
each situation.
Leave with the potential host (or forward later with
official confirmation) a clear statement of all
details agreed upon. Include a sketch of the desired
room arrangement and associated facilities and a list
of specialized equipment (projectors, etc.) to be
furnished by each party. If the host organization
does not provide a projectionist, provide one yourself.
Nost hotels and other institutions which cater to
such gatherings have prepared forms for this purpose.
If this is the case, request a record copy for yourself
if one is not automatically proffered.
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2. The Meeting Room
Assuming acceptable cooperation, seek a room with
adequate seating capacity for the expected audience.
Base your choice on the area of the room within the
“good viewing area” of an adequate screen if possible,
rather than on the total possible seating capacity
of the room (see Plate 3).
Approximately 5 to 6 square feet should be allowed
per person (more for more commodious accommodations
or types of situations), using the common type of
folding steel chairs. Appropriate procedure is to:
a. decide on the general arrangement desired.
b. measure the distance from the position of
the projection screen to the farthest row of
spectators, and
c. divide this distance by 6. This will be the
minimum width of the projection screen that
should be used.
Regardless of the seating plan used, no member of
the audience should be seated more than 6 times the
width of the screen from the screen for the usual
types of projected materials nor closer than twice
the screen width. This “rule of thumb” ratio may also
be used by the author in preparing a visual: it
should be easily legible when held six times its
own width from the eye.
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3. General Room Arrangement
Plan the details of seating arrangement according
to the type (and size) of screen available. Screens
and stages should in general be placed at the ‘ end”
of a rectangular room, rather than at one side as
is the favorite practice of hotels and motels which
are more commonly set up for banquets with long
“head tables” than for instructional use.
The room should have a low stage with a lighted
lectern for the speaker to the right of the screen,
facing the audience. A table for the chairman is
often conveniently located on the floor to the left
of the stage. Extra reserved seats for speakers
may be placed nearby if a door is conveniently located.
The chairman should have a hand microphone for his
own use in introducing speakers. Whenever possible
select a meeting room entered from (or near) the rear
in preference to rooms entered from near the stage.
When there are several entrances, close those near
the stage if possible.
4. The Screen
Determine if a screen of the desired size is available
either from the potential host institution, local
rental, or your own home office. You will also need
to know whether a matte or lenticular surface screen
can be obtained, or whether a conventional beaded
screen must be used. Matte and lenticular screens
provide good viewing throughout a sector of at least
600, while good images on beaded screens are limited
to a 450 sector. A matte or lenticular screen will
significantly increase the number of “good” seats in
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a room (see Plate 3), but due to the wider dispersal
of light, you may need a more powerful projector.
Thus, unless a high intensity projector light is
available, such as a zirconium arc, beaded screens
are generally best for large rooms.
Approximate sector angles from the screen may be
laid off on site by use of Table 3.
5. Estimating Optimum Seating Capacity
A relatively simple procedure for estimating the
optimum seating capacity of a room arranged as at
B, Plate 3, is as follows (also see Table 3):
a. Calculate the area of the rectangle r,a,a’,r
(or r,b,b’,r, etc.)
b. Draw a straight line intersecting the arc m
between the lines oa and oa’, for example,
to show approximately equal areas above and
below the line and arc m. Label this the line
ao—oa’
c. Calculate the area of the triangle a,a’ ,o
d. Calculate the area of the triangle ao,oa’,o
e. Subtract the area small front triangle from the
total large triangle.
f. Add the area of the resulting trapezoid
a,ao,oa’,a to that of the rectangle r,a,a’,r
g. Subtract the area of the center aisle
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Maximum good viewing distance
(ob) approx. 52 feet. Ideal
screen size would be 9 ft. wide,
could compromise on 8 ft. as
shown in sketch. om 16 ft.,
oR = 45 ft.
cap. sector aoa’
U U bob’
U coc’
Max. seat.
TI II
IT IT
= 90
= 140
= 190
Maximum good viewing distance
(oR) = 70 ft. Ideal screen size
12 ft wide (as shown). om 24 ft.
Max. seat, cap. sector aoa’ = 300
IT IT IT T I bob ’ 380
IT TI T I It
COC’ 375
Including rear rectangles and ex-
cluding area of center aisle as
explained in text.
A baflroom” 50 X 75 feet is shown in two arrangements to demonstrate the
approximate numbers of people who could be seated within “good viewing
areas” in folding steel chairs. Screens are shown set up 2 feet from rear
walls. Side aisles of 2 feet, rear aisles of 3 feet, and center aisles of 5 feet
may be less than local fire regulations will permit , and should be checked.
Stages shown are 10 )< 30 feet. o = center of screen; arc m twice he width
of the screen; angle aoa’ 450 (for be ded screens); angle bob’ 60 (for matte,
or lenticular screens); angle coc’ = 70 (possibly acceptable angle for matte or
lenticular screens if distortion or “keystoning’ T is acceptable); fl = farthest
front desirable location of projector; P = speakers podium, located so as to hide
no part of screen from any spectator; Ch = table for session Chairman and other
group leaders; S seats for waiting speakers (near a door); E = possible exhibit
or service spaces; lines a, a’ and ao, are work lines discussed elsewhere;
lines c lx and x’d’ (in 13 only) are parallel to co and oc’, and include the total
moderately acceptable viewing area; Entrances are not indicated.
A. Poor
B. Good
PLATE 3 - ROOM ARRANGEMENT
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h. Divide the total remaining square feet by 5
(or more as appropriate square feet per person).
The result is the approximate number of people
that could be comfortably seated in the area.
TABLE 3
LAYING OFF VIEWING SECTORS
To lay off approximate viewing sectors, measure (or
pace) out from the center of the screen the distances
shown along the Center line to the projector, then
measure at right angles to either side as indicated to
obtain the limits of the sector.
LEGEND
Desired Feet From Feet to
Total Angle Screen Center Either Side
450 24 10
60° 14 16
70° 30 21
i. If maximum (less than optimum) seating is
required, the lines dx and x’d’ may be drawn
parallel to co and oc, and the additional
area so included.
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21
6. Projection and Electrical Service
If possible, you should place projectors at the
back of a room, high enough to shoot over the heads
of the audience rather than through a center aisle
(ample extension wires for remote control cords
must be provided). A “zoom” lens sometimes can be
used to excellent advantage at this point in adjusting
the size of the image to exactly fill the screen with-
out “spilling of f” the edges. Approximate lens focal
lengths necessary to fill various size screens at
various distances are given in Plate 4, page 22. For
larger sizes consult professional help. Be sure that
an electrical outlet which is independent of the room
lights is nearby or available by extension cord.
Check on the style or type of electrical outlets.
Some institutions use special equipment that prevents
the use of conventional electric plugs without special
adapters.
It should be possible to dim the lights conveniently,
or at least turn off those shining directly on the
screen so the audience is never left in total darkness.
Determine the freedom or assistance you will have
available. Hotels and motels with large staffs in-
cluding electricians, custodians, and others may
offer to or insist on providing complete services,
while smaller or more informal organizations may
provide little or no such help. Hostelries with
unionized staffs must be particularly careful about
arrangements they make, and of freedom of action offered
to those conducting meetings. Union projectionists,
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22
‘SOME COMMON
FOCAL LENGTH OF DISTANCE FROM SQUARE SCREEN
PROJECTOR LENSES SCREEN TO PROJECTOR SIZES
(in inches) (in feetj (in inches)
11
In 90
80
9 70 120
60
8 50 108
7 40 96
84
6 30
25 72
5 20 70
60
15
54
4 50
48
31/2 ID
42
40
36
21/2
30
PLATE 4
Lenses, Screen Size, and Projection Distance Legend: Nomograrn
for determining the approximate relationships between focal
length of lens, desired projection distance and size of screen
required. For 2 x 2, double frame slide projectors (to use:
lay a straight edge over any two known factors to obtain an
estimate of the third). Zoom lenses can be adjusted to cover
a range of focal lengths.
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23
for example, are sometimes required and must be paid.
Carefully ascertain who will supply which items of
equipment, what charges will be involved and the
method of payment.
7. Loud Speaker or Public Address Systems
For most audiences of 25 or more people, public
address (PA) systems are advisable. “Leather lunged”
orators are rarely encountered among technical
speakers. For meetings of 50 or more they are
almost mandatory. Built-in systems are usually best,
but if not available, portable amplifiers must be
provided. Professional help is advisable in determin-
ing the number, size, and distribution of speakers in
a large hail.
Many nonprofessional speakers are uneasy with micro—
phones and PA systems in general. For them the best
solution is a “cordless” microphone, which is in
reality a small transmitter worn around the neck and
tuned to be received by an amplifier. This may in
turn be plugged into the building system if there is
one, or it may be adjusted to pass the signal on to
one or more loud speakers directly. Although this
equipment has many great advantages, it needs to be
carefully checked out in advance at each location as
local radio or other electrical interference may cause
serious problems. It is good “insurance” to have a
conventional cord—connected PA system also hooked up
and working in case interference or other trouble
develops with the cordless system.
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24
If a cordless system is not available, or is unusable,
a conventional Lavalier microphone worn around the
neck with a long lead cord is next best.
With this the new or nervous speaker needs to practice
moving about without becoming entangled in the cord.
Speakers should be trained not to be embarrassed to
handle the cord or cast it away from their feet.
They should try to avoid always turning in the same
direction so that the cord becomes twisted and tangled.
If it does, the Floor Manager should untangle it between
sessions.
If a microphone on a stand is used, the speaker is
much more confined. He should not attempt to speak
to the audience if he must move away from the microphone
(t write on a blackboard, for example). The Floor
Manager should ascertain the particular characteristics
of such equipment in advance and inform the Moderators
and Speakers as to just how close to stand.
With any microphone, let the electronic system do the
amplifying Speak in a natural tone of voice, distinctly
using natural inflection and enthusiasm.
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25
PLATE 5
The Moderator should unobtrusively place the Lavalier
microphone around the speaker’s neck.
8. Pointers
Line operated electric pointers are highly
recommended since they permit the speaker to
indicate important items from a distance, or
even on the largest screen. You should focus
the pointer at the podium, and tape it into
position because speakers are usually
I
I
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26
unfamiliar with this equipment and need
help.
9. Chalkboards
In general chalkboards are not recommended for
seminars and symposiums unless the speaker has
demonstrated skill and speed in their use.
Furthermore, it is often difficult to locate
chalkboards of adequate size in strange cities.
Soft chalks of clearly visible colors should
be used, and writing should be large enough and
carefully enough formed to be clearly legible in
all parts of the room.
C. Accessory Rooms and Service
Supplementary space should also be provided for
registration, telephone and message service, a
concurrent conference room, and a locked room for
the storage of projectors and other valuable equip-
ment overnight, as well as for unpacking and
repacking operations on arrival and departure.
D. Conducting the Formal Sessions
1. The General Chairman
Much of the success or failure of a technical
seminar depends on the Chairman . He must
be a leader first of all, speaking out boldly
and conducting or directing the sessions as
planned. In case of emergencies he must have
the competence and professional stature to make
the needed adjustments gracefully, effectively,
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27
and with as little disruption to the technical
program as possible.
Much has been written on the general subject of
conducting discussions, conferences, and seminars,
and the subject will not be enlarged upon here.
A frequent functionary of technical seminars,
however, is the “Guest Moderator. t ’ Such individ—
uals rarely understand what is expected of them,
thus the section listed as “To Guest Moderators”
(Appendix B) has been prepared for their guidance.
It is suggested that in preparation for any
given seminar, this document should be modified
appropriately and a copy sent to such individuals.
All members of the seminar staff should also be
familiar with its contents.
In order for the Chairman or guest moderator
to be able to efficiently conduct the program
and gracefully introduce the speakers, he needs
to know something about them. It is thus also
recommended that some standard summary of the
bio—data for each speaker, such as Appendix C,
be prepared and distributed to those who will
preside well in advance of the meeting.
2. The Floor Manager
It is strongly recommended that a nontechnical, or
at least noninvolved person be designated as Floor
Manager, Administrator, or other similar title in
order to free technical personnel for maximum
communication and contact with seminar participants.
Additional duties of such an individual are
suggested in “To Guest Moderators” (Appendix B).
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28
For seminars conducted away from the base
laboratory, this individual should be in-
cluded in the original site selection team and
later sent to the selected facility for at
least one working day of reconnaissance and
planning. This should be as far in advance of
the actual meeting date as possible--hopefully
several months.
He should also be sent ahead of the technical
party to be on duty one full working day in
advance of their arrival. He would work with
the management of the reserved facility to make
final arrangements for the physical conduct of
the meeting and should be at the meeting room
well in advance of the opening hour for each
session (see Table 5).
3. Nontechnical Assistants
The number of nontechnical individuals required
on-site to ensure the smooth conduct of the
meeting naturally depends on the number of
attendees expected, the sophistication of the
program and the physical facilities. With
groups of approximately 50 participants, one
efficient Floor Manager might be able to perform
all necessary functions, although one or more
clerical individuals would be a great help during
registration. For larger groups up to six or
more may be required. The following major on—site
functions may be considered:
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29
Re gist ration
Preparation of roster
Reception and information
Ushering
Projection of slides, etc.
Assistance to speakers
Assistance to moderators
Handling refreshments
E. Evaluation
Prepare a single page Evaluation” sheet which can
be distributed and collected during the final
half--day’s session. A simple check-off format such
as that shown in Appendix D can be very useful in
preparing for future presentations of this or similar
technical programs.
F. In Conclusion
Table 4 is a list of some of the specific items
that may need to be arranged or considered in advance.
Not every item is pertinent to every meeting, and
nearly any meeting will involve some items not noted.
Table 5 suggests some last minute “re—checks” that
should be made during the last hour before the first
session begins, as well as before later sessions.
When a meeting must be staged on a short lead time
or emergency basis, it is essential that a working
group or committee be designated immediately. The
exact composition and size of the group will be
dictated by circumstances, but most of the usually
critical personnel needs are listed in Table 4a.
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30
For further assistance, again: call on your Training
Representative. He may or may not have the money or
manpower to be of physical assistance, but he can at
least offer expert consultation.
REFERENCE S
1. Hotel/Motel User Check List. Training in Business and
Industry , pp. 46-48, December 1969.
2. Audiovisual Projection , Pamphlet No. S-3, Eastman
Kodak Co., Rochester, NY 14650.
3. Effective Lecture Slides , Pamphlet S-22, Eastman Kodak Co.
4. Planning and Producing Visual Aids , Pamphlet No. S-13,
Eastman Kodak Co.
5. Sliäes with a Purpose, for Business and Education ,
Pamphlet VI-l5, Eastman Kodak Co.
6. Kodak Publications List , Pamphlet No. MPE-1-11, Eastman
Kodak Co.
7. Weiss, Harold and J. B. McGrath, Jr., Technically Speaking ,
New York, McGraw-Hill Book Company, 1963.
8. Sanford, William P. and Willard H. Yeager, Principles
of Effective Speaking , New York, The Ronald Press Co.,
1963.
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31
TABLE 4
CHECKLIST OF ITEMS FOR ADVANCE PLANNING
(Includes many items not discussed above)
a The working or central committee (each should have an
alternate or deputy empowered to act in emergencies).
Some members may “wear two or more hats.” Subcommittees
will be needed.
___ Technical Director and General Chairman
___ Technical staff
___ Production (Training) Consultant (s) available
___ Floor manager appointed
___ Projectionist appointed
___ Administrative officer appointed
Public Relations staff available
b. Professional considerations
___ The need exists
___ Technical information is (will be) available
An enthusiastic and willing staff can be recruited
c• Administrative,production,and staging resources
Funds available
___ Technical personnel available for times and
places contemplated
___ Nontechnical personnel (administrative, secretarial,
etc.) available for times and places contemplated
___ Production resources available for signs, visual
aids, programs, transactions, manuals, etc.
___ Suitable meeting rooms and other physical facilities
available in each contemplated site (preliminary
judgment)
___ Determination of dignitaries to be invited to
appropriate sessions.
d. Technical planning and operations
___ Target audience determined
___ Date or dates determined
___ Means and mechanisms of contacting said audience
___ Specific objectives to be accomplished
___ Type of sessions to be employed
___ Tentative topical agenda
___ Tentative annotated agenda
___ Final agenda
___ Programs and/or other printed handout material prepared
____ Invitations and instructions to guest moderators
(if pertinent)
Plans for transportation of professional materials.
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32
Table 4 Continued
e. Technical presentations
___ Technical person and alternate assigned for
each technical topic
___ SSPs prepared
___ Visual aids reviewed with Training consultant
(final decisions should be the responsibility
of technical expert)
___ Objective of each
___ Format determined
___ Method of use
To be reproduced and included in handout material?
___ Rehearsal of speakers (with help of Training
representative, if requested)
f. Meeting room arrangements
___ Room arranged as desired
___ Provision for room darkening
___ Light for audience to take notes during
proj ection
___ Exit lights operating
___ Lectern for speaker
Table or other station for session chairmen
___ Air-conditioning in operation
___ Seats cleaned and operating
___ Room cleaned each day
___ Chalkboard cleaned each day
___ Ash trays, matches (check local fire
regulations regarding smoking, etc.)
___ Water glasses and pitcher for speakers
___ Electric or other pointers for speakers
___ Pencils, note pads
g. Projection and other electronic equipment
___ Projection equipment of suitable size and type
to satisfy needs of speakers and compatible to
meeting room
___ Projector and projectionist for each session as needed
___ All power plugs to be connected to room receptacles
mutually compatible (there are many different types)
___ Extension cords for both power and projector control
plugged in and tested
___ All cords so placed or protected that no one will
trip over them
___ Projectors focused, framed, and leveled using actual
material
___ Spare lamps and fuses on hand
___ Lenses cleaned
___ Sound system tested with loudspeakers in place
Recording equipment turned on and tested
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33
Table 4 Concluded
h. Nontechnical arrangements (the specific items which
apply will vary in different circumstances)
___ Reservation of space for time desired
___ After—hours access for official staff members
___ Reservation of block of rooms if in hotel or
motel
___ Banquet arrangements
___ Notification of hostelry of expected attendance
___ Special personnel transportation needs for
participants or guest moderators
___ Entertainment for wives accompanying
participants
___ Space and electric power for displays
___ Unloading docks, dollys, and elevators available
___ Safe storage room for shipping containers,
overnight storage of valuable equipment, etc.
___ Extra rooms for press and consultation
___ Administration room with telephone
___ Desk or other facility for registration
___ Telephones for participants
___ Parking facilities
___ Information on public transportation
___ Photographers, reporters, other public relations
items such as prepared news releases
___ Local union requirements for projection or
other special activity
___ Special signs needed and locations
___ Local liquor regulations
___ Name badges
___ Information on local after hours sporting or
other events
___ Special fees required for any of above.
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34
TABLE 5
ON-SITE RECHECK BEFORE OPENING (AND FOLLOWING) SESSION(S)
___ Room open; lights, ventilation, PA system, etc. on and
- functioning
___ Room clean and neat, arranged as planned
___ Direction and other signs in place (outdoors and indoors)
and read correctly
___ Registration desk and personnel (or equivalent) set up
and ready
___ Projectors and projectionists ready with projectuals
in hand for first speakers.
___ Supplementary lighting or PA control personnel, ushers,
etc. if required, present and on duty
___ Last minute substitute personnel are duly instructed and
on duty
___ Demonstrations, displays, etc. (if any) set up and working
or manned as required
___ Shipping containers and packing materials stowed out of
sight in a safe place
___ General Chairman (if so planned) present and available to
“VIPs”
___ Honored guests (if any) properly hosted
___ Person designated to call meeting to order is present and
prepared
___ Water and disposable cups available to speaker
___ Moderator and first speakers present and prepared
—— Arrangements for first coffee break clearly understood
by both kitchen or caterer, and session Moderator
___ Other final arrangements are all “Go.”
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35
LIST OF PLATES
PLATES Page No.
1. Suggested Pattern for First Day 9
2. Two Presentations of Data from Same Study 12
3. RoomArrangeiflent 19
4. Lenses, Screen Size and Projection Distance, etc. • 22
5. Moderator should unobtrusively place Lavalier. . . 25
Mic, etc.
LIST OF TABLES
TABLES
1. The Potential of Visuals to Supplement
Spoken Word . 10
2. Characteristics of Good Visuals 11
3. Laying off Viewing Sectors . 20
4. Checklist of Items for Advance Planning . 31
5. On-Site Recheck Before Opening Session 34
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APPENDIX A
SPEAKER’S SESSION PLAN
ritle of Session: Author:
[ ‘ime Period (Total): Speaker:
[ ‘ype of Session: File No.:
Place: Meeting:
>rojector Needs:
)BJECTIVE (S):
TOTES, RENARKS:
Time
Outline
Key Points and
Aid_Cues
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Appendix A - 2
SPEAKER’S SESSION PLAN (Continued)
Time Outline Key Points and
Aid Cues
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APPENDIX B
TO GUEST MODERATORS
You have accepted responsibility for moderating a session of a
technical seminar or symposium. It is a pleasure to welcome
you to the official staff. The following specific duties have
been assigned to you:
Your duties as moderator should, if practicable, begin
informally at least a half day before your formal session
is scheduled to start. First, present yourself to the
chairman or technical director of the symposium. And, if you
do not already know him, get acquainted. Ask him to
introduce you to the Floor Manager.
With the help of the Floor Manager, locate your speakers
and be sure they understand how you will conduct the
session. Become somewhat acquainted with each so that
you can impart to the audience a genuine feeling that,
in each case, you are introducing a friend.
2 It is your responsibility, with the assistance of the
Floor Manager, to start and stop the session assigned
to you at the stated times. You should assure yourself
in advance, possibly with the assistance of a local
secretary, that each speaker will appear on time. Greet
him, assist him in placing the microphone around his neck
(if a PA system is being used, or if the sessions are
being taped) and introduce him to the audience cordially
but briefly. The entire program is carefully planned as
a unit, and it is very important that full utilization
be made of all assigned time, but no session should be
permitted to intrude on time assigned to the following
session. Technical speakers are generally accustomed
to working within a rigid time framework, so none will
be offended if you are forced to “call time t ’ on them.
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Appendix B - 2
The exact procedure used for this will vary with the
room and other circumstances. Sometimes you can slide
a “5 minutes” warning card across the table to him i f you
are all seated at a table on the stage (you should be
next to the center podium if there is one). At other
times, the Floor Manager can hold up such a card from the
back of the room (from behind the audience). In a small
room, the hand raised with five fingers spread will serve
the same purpose. The Floor Manager will confer with you
in advance as to what procedure is to be used. One-minute
and terminal warning cards should also be employed if
necessary.
If your speaker has not stopped shortly after the terminal
warning, more stringent measures are called for, and you
may have to stand up and interrupt the recalcitrant speaker
with a “...thank you very much for these remarks but...
As noted above, however, most of the speakers on this
program have been through all this before, and you will
probably have no trouble. Some of the introductory or
concluding speakers, however, -occasionally need a little
extra explanation.
3 “Break” time for the audience is equally important. Check
with the Floor Manager to ascertain what device or procedure
has been planned to call the audience back into the room
in time to start the next session on schedule.
4 You will, at all times, have the assistance of the “Floor
Manager” who has been assigned to work closely with you.
5 You will be provided with a list of speakers in your
session, giving for each a brief resume of his background
and present position (Appendix C), and whether or not he
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Appendix B - 3
will have slides to be projected. It is not generally
recommended that the entire resume be recited in introducing
each speaker—-this becomes redundant.
6 “Tie—ins”
You should understand the rationale of your session so that
from time to time, as appropriate, you can supplement
the formal introduction of the speakers by a few brief re-
marks which point out or remind the audience of the relation-
ship of the talk they are about to hear (or have just heard)
to other topics, past or future. This helps the audience
keep the entire series of sessions in mind as an organized
unit.
7 Discussion
(Subject to advance decision on policy.) Urge your speakers
to stop on the five-minute warning (or before) and ask for
questions or comments from the audience. If there are none
forthcoming, you should be prepared to “start the ball rolling”
yourself. This is very important. Most speakers do not
leave enough time for audience participation, but when it
does develop, it should be used to the fullest. If the
audience is large (fifty or more), you may have to call on
individuals in the audience whom you know personally or
have “primed” in advance. Others may usually be relied
on to take over. Be sure to repeat questions from the
audience through the PA system, as members of the audience,
especially those in the back can rarely hear each other.
8 You and the Floor Manager
The successful Floor Nanager is one of the least conspicuous
and most important men in the symposium. He will often be
the man who has made the arrangements with the management
of the meeting facility, and will be thoroughly familiar
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Appendix B - 4
with it. He will generally be a member of the organizing
committee. He will know the speakers and will help you
locate them for conference in advance of your sessirn.
He will either have the slides from each speaker, or
help you to obtain them, and will inform you as to who
has slides to show. He will know where the light switches
are located and how to darken the room if necessary.
He will also be in direct charge of projection. If a
“remote control” projector is used, it is your joint
responsibility to see to it that each speaker knows how
to work the button. It is the responsibility of the
projectionist to load any slide magazines correctly (if
loaded magazines are not provided by the speakers in
advance).
He will show you how to throw the cord of the Lavalier
microphone around the speakers neck (if you do not already
know) and will occasionally untangle the cord between
sessions if necessary. He will know where to find the
pointer, the extra chalk and the eraser. His basic job
is to help you to help the speaker do the best possible job.
Be sure to locate him and discuss your session at least
a half day in advance as mentioned above, if practicable.
He is your prime resource man for running unanticipated
errands, bringing messages to you or emergency calls to
members of the audience. He knows where the restrooms,
telephones and restaurants are located and how to call a
taxL When the public address system squeals from “feedback,”
he knows or has told you how to cut it down. In short he
is the “Man Friday” who relieves the technical director and
other professionally involved personnel of the meeting of
all possible distraction so the maximum possible
intellectual and practical benefit and exchange of information
may take place.
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APPENDIX C
BlO-DATA ON SPEAKERS FOR USE OF MODERATORS
Date ___________
1. Name
2. Title
3. Business Address —
4. Education
College or University Field of Specialization Degree Date
5. Professional Registration or Certification (if applicable)
License State and Number Date
6. Professional Affiliations and Honor Societies (include
offices held)
7. Professional History
(brief statement of previous professional
positions held, dates
of tenure, significant responsibilities,
etc.)
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Appendix C - 2
8. Major Research Studies, Reports, etc.
9. If you have received special honors or awards for scientific
achievement, list in this space.
10. Additional Comments
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TECHNOLOGY TRANSFER SEMINAR
Program Evaluation
I. The results of this evaluation will be anonymous, so it is
not necessary to sign this evaluation. However, please
identify your type of business or employment: (Check one
in each column)
Field Function Employer
___Chemistry ___Operator ___Consultant
___Biology ___Field Engineer ___Industrial
___Microbiology ___Designer ___Municipal
___Civil Engineer ___Research/Develop. ___County
___Sanitary Engineer ___Scientist ___State
___Chemical Engineer ___Manager ___Federal
___Other ___Official ___University
___Instructor ___Other
Other
Years Experience
II. Using the following scale, evaluate this program on the
basis that: 1 = need for improvement; 2 = intermediate
value; 3 = satisfactory; 4 = intermediate value; and,
5 = excellent. Place your numerical values in the
parentheses provided below for the program factors
indicated. In addition, use the “Remarks” space to
clarify any evaluation made, or to invite attention to
any factor not otherwise covered in this evaluation.
Use the reverse side if necessary.
A. Seminar Objectives
1. Were the objectives of this seminar made
clear? (
2. Were the objectives of this program consistent
with wastewater treatment needs in this
geographic area? ( )
REMARKS :
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Program Evaluation - 2
B. Subject Matter Coverage
1. Was the subject matter coverage consistent
with the program objectives? ( )
2. Did the seminar provide you with information
for necessary decisions in applying the
wastewater treatment processes considered? ( )
REMARKS :
C. Please evaluate this seminar in terms of the following:
1. Advanced information and enrollment procedures ( )
2. Organization of seminar ( )
3. Facilities C )
4. Presentations ( )
5. Opportunity for questions and discussion C
6. Printed material (
7. Visual materials and other training aids,
demonstrations (
REMARKS :
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