Thanks to everyone who came out yesterday!

To discuss the structure of "see all", please comment on this post: http://www.tigblog.org/group/frontpage/post/163345

We were able to reach a general consensus considering the subnav content. There were some good suggestions for improvement:

- rewording module titles (e.g. “languages” -> “change my language”)
- more prominence to spotlights, adding issues
- adding second tier of content that would be rated, not latest
- getting rid of breadcrumb nav (Yaz before meeting)

We also agreed that user feedback was sufficient enough that we needed to:

- reduce the current front page clutter
- make the purpose of TIG clearer. Purpose defined as 1) high level functions like “make connections” and 2) specific functions and actions a member can do.

There was only consensus at a high level elsewhere, it reflected our original goals from meeting #1. We agreed that the front page should have two functions:

- A) front page should be strongly branded, reflect the TIG purpose and experience and showcase our strong, active community. In other words, differentiate us from other communities
- B) be easy to use, especially considering the technical limitations of users in developing nations

Unsurprisingly, the nav bar was problematic. I’m trying to paraphrase the main problem; if my summary is incorrect, please comment!:

- the redesign team proposed shifting function A (branding, themes, experience, community) to subnav/site content and were asking for permission to continue in this direction
- Jen & Mike felt they could not give permission to move forwards without more proof that this shift would preserve function A, benefit TIG and increase its usability

To make future meetings more productive, I would like to propose the following procedural changes. I have looked at outside sources (e.g. Robert’s Rules) and staff from other organizations in regards to meeting conduct and have found the following principles are used widely. I realize staff members are accustomed to having no rules of conduct during meetings, but having a basic structure DOES foster order and productivity. The better meetings are the ones where I had done more prep work and had a schedule of points to address.

1) State a clear agenda, points of order and a flexible schedule for our meetings. Goals will focus discussion to keep us from veering into tangential points which waste time. In speaking with others in different organizations regarding meeting conduct, I believe this would increase efficiency of our meetings and reduce stress levels for those involved.
2) Appoint a chairperson who is relatively uninvolved and not emotionally attached to any particular outcome. The chair is essentially a panel moderator and conducts the meeting. This also reduces incidents of people speaking out of turn as well as allowing quieter people to have input. In meetings prior to this I have been both chair and "minute taker" which does not work well b/c they are such different tasks. An ideal chair would be someone who has demonstrated good moderating skills, is not directly working on the project and commands respect and trust from staff members.
3) When members need a break, or discussion is devolving into non-constructive arguments, we take one.