In Defense of Committees

By Patricia E. McDougle, PRP

often maligned, rarely understood.

Criticizing committees is a popular topic of conversation whenever members congregate to chat about the organization. Benjamin Franklin is reported to have said, “Any fool can criticize, condemn, and complain and most fools do.”1

Criticisms of committees may include: • There is too much meaningless discussion—minutes are kept, and hours are wasted. • A question can be studied for weeks, even months, and the committee does not reach a conclusion. • The committee’s report may summarize and justify its methods and activities with few, if any recommendations, leaving the value of the committee undeterminable. • Another criticism is that committees can go on forever. “We have always had a [fill in the blank] Committee.

Our bylaws require it.” Times and circumstances change; and the purpose of that long-ago-established committee may no longer be relevant.

Do committees deserve such a reputation?

Regardless of the critics, committees are an integral part of organized societies. The business of an organization is far too complex and varied for individuals working alone, or for a small group like a board of directors, to manage. Multiple groups of people working throughout the organization are most often required to accomplish its mission.

The National Association of Parliamentarians® (NAP) is an

example of a successful organization where committees are indispensable in accomplishing its objectives. Examples of NAP committees, briefly summarized, are: • Communications – investigates and recommends methods for marketing and making the general public aware of NAP and its services. • Educational Resources – develops educational material for publication in the name of NAP. • Membership and Registered

Examiners – processes and administers the exams for NAP membership and for achieving the status of registered parliamentarian. • Commission on Credentialing – a special committee that administers the credentialing program of NAP.

What is the definition of a committee?

Robert’s definition provides clarity to enhance the understanding of committees in organized societies:

“A committee, as understood in parliamentary law, is a body of one or more persons, elected or appointed by (or by direction of) an assembly or society, to consider, investigate, or take action on certain matters or subjects, or to do all of these things. Unlike a board, a committee is not itself considered to be a form of assembly.”2

Shakespeare’s Juliet said, “That which we call a rose by any other name would smell as sweet.”3 This applies directly to committees whether called a task force, advisory board, council, commission, or panel.

Sources of committee problems.

Two typical sources of problems existing in committees, whether in government, in the business world, the PTA, or the Girl Scouts, are the people selected to serve on the committee, and a failure to communicate.

People selected to serve on the committee.

People selected to serve but who are not committed to, or lack expertise in, the purpose contribute to the problem, and lessen the likelihood of success. Their manner of participation may also be a factor: the dominate ones with something to say about everything, the quiet ones who never say a word, and the political types who wait and watch to determine the direction of the prevailing wind before speaking out. Least likely to be a problem source are those who listen to others and weigh the alternatives before speaking. Their contribution may be the most valuable.

Failure to communicate.

Failure to anticipate barriers to communication is a second source of committee ineffectiveness. The free flow of conversations—both critical and complimentary—is essential. Barriers to effective communications: • failure to understand the purpose or problem.

2 RONR (12th ed.) 50:1. 3 Romeo and Juliet, Act II, Scene II. http://shakespeare.mit.edu/romeo_juliet/full.html.

• lack of knowledge of organization served.

• resistance to change. • organizational politics. • personality differences. • closed mindedness.

Guidelines for composition of a committee.

RONR (12th ed.) in 50:18 gives us the following guidelines for the proper composition of a committee.

Standing committee members should be chosen to provide the strongest group for handling any task within the purview of the committee.

Special committee members should be selected with consideration to the objective: 1) if the objective of the committee is to implement an order of the assembly, select only a small number of members that are in favor of the action to be carried out; 2) if the committee is appointed for deliberation or investigation, select members that are representative, as far as possible, of all points of view within in the organization. This committee is often larger, and when carefully selected, its recommendations are likely to reflect the will of the appointing body.

Successful committees, making a difference.

Whether committees are appointed, named, or elected, leaders and members must recognize their responsibility in contributing to the success of the committee by choosing the right individuals based on the committee’s purpose.

People selected [or elected] to serve must possess the versatility and ability to work together, have sufficient vision to comprehend the problem, have a demonstrable talent for communication—to actively participate—and have the willingness to acquire subject knowledge if they do not already have it. Participation by all committee members in input, energy and experience greatly enhances committee effectiveness.

in Defense of committees.

Committees serve a critical role in organizations by focusing on only a part of the big picture. A committee’s success depends on the people appointed and their ability to communicate.

Committees continue to flourish because a long history of successful committee outcomes has established a model worth emulating for every organization seeking to manage its many and complex components. NP

Patricia E. McDougle, PRP, has been a member of NAP since 1985 and a PRP since 1991. She serves as parliamentarian and provides training for international, national, state, and local organizations as well as government bodies on a local level. She has supported youth organizations, FFA, FBLA, FCCLA, and others for many, many years as a judge for parliamentary competitions. She is a member of the Broward-Palm Beach Parliamentarians.