An introduction to the processes of interpersonal relationships and group dynamics that will be needed throughout the site visit.

Questions to ask your accreditation agency:

• What are the agency's guidelines for running a meetings and interviews?
• What techniques does the agency recommend to encourage participation in meetings?
• What happens to written team-member notes and self-study materials after the visit?

During an on-site evaluation, team members will have multiple opportunities to meet with groups and individuals at the host institution. The primary purpose of these meetings is to provide the opportunity for individuals to have input into the evaluation process through an open, collegial dialogue. The objectives of the team include verifying statements and impressions presented in written materials (self-study report, supplemental information) or information from other meetings during the on-site visit.

Team members are advised to be prepared for a wide variety of reactions during meetings. These include everything from very quiet or withdrawn behavior, requiring more probing on the part of team members, to very assertive, aggressive behavior, requiring restraint or redirection on the part of team members.

A meeting chair will be assigned for group meetings, to help assure a structure and flow logically from one topic to the next. Each accreditation agency may have its own, specific meeting procedures, but general guidelines for team members include the following:

1. Prepare for meetings by learning about the committee's or meeting participants' role in the institution and in preparing the self-study report. This information will be included in the self-study materials, but if not, request it. Be clear about what you would like to learn from any meeting and develop lines of questions in advance to structure the meeting appropriately.

2. Build a rapport with the meeting participants by:
   • Greeting them warmly
   • Taking 5 to 10 minutes for introductions.
     • Describe who you are, why you're there, and the specific purpose for the meeting.
     • Where time permits, allow meeting participants to introduce themselves, providing a brief overview of their backgrounds and current interests and activities.

   • Setting the ground rules and establishing the available time frame
   • Assuring participants that all remarks are confidential
   • Using appropriate titles when addressing participants
   • Giving your undivided attention throughout the session
   • Maintaining eye contact
   • Maintaining an open dialog
   • Emphasizing support from the agency

3. Facilitate a productive discussion with participants by:
   • Stressing the importance of the their contribution and input
   • Confirming the areas under evaluation
   • Describing relevant issues in context
   • Encouraging self assessment, comments and interpretations
   • Providing opportunities to discuss changes
   • Summarizing areas of agreement and disagreement

4. Encourage meeting participants to do 80% of the talking by having questions in mind and using effective questioning techniques.
   • Pose open-ended questions that start with words like, "describe" or "explain...."
   • When possible, ask "who," "what," "when," "where," "why," and "how" questions instead of "yes"/"no" questions.
   • Avoid the urge to break the silence if participants are quiet. Use silence to obtain more information by saying "take your time... think about it."
   • Confirm information by asking similar questions in different venues

5. Take notes, writing key words or phrases as you hear them to help reconstruct the sessions.

6. Adhere to the schedule, but if serious issues come to light that require adjusting it, make sure appropriate individuals at the institution are informed.

7. A few minutes before the end of the meeting, ask participants if they have closing questions for the team members.

8. Explain follow-up procedures.

9. Regardless of the interactions during the meeting, end on a positive note.

10. Don't linger in the room after the meeting.

Some individuals may come to the meetings with supplemental documentation and/or prepared presentations. In such cases, team members should receive the information for transmittal to the entire team. Occasionally, information is presented which is not germane to the work of the team; when this occurs, team members are encouraged to move on to more relevant issues as quickly and smoothly as possible.