Committees, boards, working groups, task and finish groups – University life is underpinned by a complex web of decision making and debating collectives. Each is afforded status and a mandate (aka terms of reference. Often the most debated item on the agenda…).
My family has created a mythical ‘Dubious Decisions Committee’ to which we notionally refer all our wildest assertions/dodgy decisions and deepest dissents. Mostly whether a car is indeed yellow or not!
I’ve played all the possible committee roles I can think of in recent decades – clerk/rapporteur, member, officer in attendance, report author (that role is often the least pleasant!), Chair, deputy Chair, staff rep. You get the picture. Each role comes laden with a set of assumptions and responsibilities.
Explaining University committees decision making to externals seeking an outcome – suppliers, prospective partners, clients – can be revelatory. They tend to listen with a look of perplexity, forced patience and resignation. And it’s often made me question why complex committee structures are so locked in to University life.
For regulators, governors, committee members and execs, committees play a crucial role in ensuring that decisions are made correctly, that assurance is embedded, and that the right people are involved.
In truth, though, committees are often a source of:
- delay/procrastination – especially for decisions which fall outside comfort zone. Committees are a super tool for risk avoidance.
- stress – proposers/authors often have no idea what the committee will make of their proposal and the decision can pivot on the back of the strongest voice in the room on that day. More concerning perhaps, is when decisions or refer backs are made when members haven’t read the paper….
- competitive committee behaviours. We are all human. And if Prof X has stated Y, many of us feel the need to endorse, qualify, build on the point. Without our contribution having any bearing on the decision at hand. And so, the discussions spiral. We can spot when this has taken place when the clerk records ‘a robust discussion took place regarding …’ In other words, not worthy of going on the record.
- a loss of valuable time in our busy working days. The best committees are quick, focused and in the afternoon. Mornings are a time for important creative work, not committees. And if you clock people indulging in a spot of ‘committee bingo’ behind their laptop screens, the meeting has gone on too long!
- dubious decisions! And I include in this category the decision to not-make-a-decision.
On the plus side, committees can also set the conditions for building great teams which think deeply and wisely and which are greater than the sum of the parts. For this to happen, egos need to be parked at the door, and discussions must taken place in the context of equality (especially equal air time), authentic appreciation and respect – and with clear and shared purpose in mind. Crucially, interruption should not be permitted. This is a model developed and advocated by Nancy Kline and you can check out the practical steps to great meetings in her outstanding book – ‘Time to think – Listening to Ignite the Human Mind’ . Trust me – this works.
So the next time you remit a paper to a committee (or many!), I would urge you to check whether you are falling into dubious decisions territory. And:
➡️ if you chair a committee, check out the Nancy Kline model and see if this changes things for you, for the members and for the quality of the output.
➡️ if you are a decision-maker, don’t default to a committee to reduce your anxiety about owning a contentious decision. Own it, champion it, evidence it and promote it.
➡️ if you support a committee, gently steer them towards better collective decisions – partner with the chair to set the meeting up well (check Nancy Kline chapter 15!), make sure they are crystal clear on what decision is asked of them and why. And make sure the papers are brief, punchy and with clear and compelling evidence that underpins the decisions.
I’ve sat on many committees. Those that don’t fall into the realms of the Dubious Decisions Committee can deliver real added value and positive outcomes. I invite you to apply this test to those committees that you work with!
Love them or loathe them, committees are here to stay. Just remember Ross Perot’s advice – ‘If you see a snake, just kill it – don’t appoint a committee on snakes‘
