Connect the Meetings Having created a compatibility between communication and information technologies, the executive office, and the meeting room, we reach the next step, in which we begin to connect our enhanced communication capabilities to more and larger organizational meetings. In this chapter, we examine two computer-enhanced meetings. Each meeting characterizes a different size group and a different use of technology to enhance its productivity. As we have established a successful precedent, both for ourselves and for the people with whom we meet, we want to have this capability everywhere, available to us in every phase of our work. Which means, ultimately, that we need to develop a new role and a new set of meeting procedures throughout our business community.
Meetings become structurally and qualitatively different.
People develop more efficient processes for communicating, brainstorming, prioritizing, organizing, synthesizing, deciding. In order to take full advantage of the support that we now have in place, we begin to reexamine our assumptions about how meetings should be run . In this last step, we lay the groundwork for this reexamination, comparing traditional with computer-enhanced meeting procedures, demonstrating new directions for the continued evolution of executive and organizational productivity. We look at a selection of meeting activities, alphabetically, from agendas to writing plans and resolutions, and consider how each might be performed with the support of a technographer.