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- Herausgeber: John Wiley & Sons
- Kategorie: Bildung
- Sprache: Englisch
Your no-nonsense guide to making sense of Robert's Rules The classic Robert's Rules of Order has a proven track record of helping membership groups apply codes of conduct to serve as a parliamentary authority within a given assembly. Unfortunately, when read on its own, it can prove to be unclear and hard to follow for many organizations--and that's where this friendly guide comes in. This new edition of Robert's Rules For Dummies demystifies the often-confusing rules of parliamentary procedure in clear, simple language and shows you how to apply them within your organization in a practical and effective way. From procedures for proper nominations to handling elections and ballots, from conducting meetings online to voting by mail and email--and everything in between--this hands-on, plain-English guide makes it easier to apply the information in the most recent version of the rules handbook so you and your organization can start benefiting from it today. * Contains updated content that conforms to changes in business meetings, including special rules for making group decisions in both real-time and non-real-time environments * Covers new timesaving tips to make meetings more efficient in a world where everyone is pressed for time * Provides sample agendas, minutes, scripts, and more * Includes interactive online material for readers on the go If you want to keep meetings organized, efficient, and on track, Robert's Rules For Dummies has you covered.
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Seitenzahl: 652
Veröffentlichungsjahr: 2016
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Robert’s Rules For Dummies,® 3rd Edition
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Published simultaneously in Canada
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Library of Congress Control Number: 2016933970
ISBN 978-1-119-24171-3 (pbk); ISBN 978-1-119-24175-1 (ebk); ISBN 978-1-119-24174-4 (ebk)
Robert’s Rules For Dummies®
To view this book's Cheat Sheet, simply go to www.dummies.com and search for “Robert’s Rules For Dummies Cheat Sheet” in the Search box.
Table of Contents
Cover
Introduction
About This Book
(Not So) Foolish Assumptions
Icons Used in This Book
Beyond the Book
Where to Go from Here
Part 1: It's Parliamentary, My Dear: Participating Effectively in Meetings
Chapter 1: Following the Rules (Robert’s, That Is)
Keeping Things Informal
Making Meetings Meaningful
A Brief History of Robert’s Rules
Being Empowered at Meetings
Parliamentary Procedure
Achieving Personal Goals
Experiencing Personal Success
Chapter 2: Defining the Organization: Bylaws and Other Rules
Covering the Rules about Rules
Uncovering Bylaw Basics
Breaking Down the Content of Bylaws
Making Sure the Bylaws Are Complete
Amending Your Bylaws
Interpreting Bylaws
Publishing Your Bylaws and Other Rules
Chapter 3: Meetings: Making Group Decisions
Defining the Deliberative Assembly
(Un)Tying the Hands of the Assembly in Future Sessions
Understanding Types of Business Meetings
Conducting Your Business
Participating in Meetings as a Member
Presiding over Meetings with Style
Relaxing the Rules at Meetings
Chapter 4: Notice and a Quorum
Giving Notice of Meetings
Quorum Defined
Chapter 5: Ordering Business: The Agenda
Order of Business Sequence
Using an Agenda
Part 2: Motions: Putting Ideas into Action
Chapter 6: Main Motions: Proposing Ideas for Group Action
Understanding Motion Basics
Taking the Plunge with a Main Motion
Breaking Down the Types of Main Motions
Working within Limits: Basic Rules for Main Motions
Avoiding Out-of-Order Main Motions
Handling a Main Motion in Eight Easy Steps
Chapter 7: Debate: Discussing the Pros and Cons of Ideas
Understanding the Debate Process
To Debate or Not to Debate, That Is the Question!
Presiding over the Debate
Debating As a Member
Playing Nice: Decorum in Debate
Dealing with Disruption: Dilatory and Improper Motions
Chapter 8: Making Group Decisions: Voting on the Motion
Knowing Your Voting Rights and Responsibilities
Taking Your Pick of Voting Methods
Allowing Absentee Voting
Determining Voting Results
Chapter 9: Subsidiary Motions: Helping to Process the Main Motion
Disposing of a Main Motion
Ranking the Subsidiary Motions
Let’s Vote but Say We Didn’t: Postpone Indefinitely
I Wanna Make a Change: Amend
Let’s Send It to Committee: Commit or Refer
Let’s Deal with This Later: Postpone to a Certain Time (Or Definitely)
How Long Can This Go On? Limit or Extend Limits of Debate
Let’s Shut Up and Vote: Previous Question
We’ve Gotta Do This
Now
:
Lay on the Table
Chapter 10: Privileged Motions: Getting Through the Meeting
Ranking the Privileged Motions
Getting Back on Schedule: Call for the Orders of the Day
It’s Cold in Here: Raise a Question of Privilege
Taking a Break: Recess
Time to Get Outta Here: Adjourn
Let’s Go Home and Finish on Another Day: Fix the Time to Which to Adjourn
Chapter 11: Incidental Motions: Dealing with Questions of Procedure
Defining Incidental Motions
Using Incidental Motions
Hey, Let’s Follow the Rules: Point of Order
Sorry, but I Disagree: Appeal
We Can’t Let That Stop Us: Suspend the Rules
Oh, Come Now! Objection to the Consideration of a Question
Too Much in One Fell Swoop: Division of a Question
Let’s Go Over This Carefully: Consideration by Paragraph
Let’s Be Sure about the Vote: Division of the Assembly
Deciding How to Decide: Motions Related to Methods of Voting and the Polls
Coming Up with Candidates: Motions Related to Nominations
I Can’t Take It Anymore! Request to Be Excused from a Duty
Is It in Order To … ? Parliamentary Inquiry
I Need to Know More: Request for Information
Making Other Requests
Chapter 12: Haven’t We Decided This Already? Motions That Bring a Question Again Before the Assembly
Been There, Done That!
Wait, I’m Having Second Thoughts: Reconsidering
Should We Really Have Done That? Rescinding or Amending Something Previously Adopted
Okay, We’ll Take It from Here: Discharging a Committee
What’s That We Left on the Table? Taking from the Table
Part 3: Getting Involved in Leadership
Chapter 13: Who’s Going to Do the Work? Following Nomination Procedures
Nominations by the Chair
Nominations from the Floor
Nominations by a Committee
Nominations by Ballot
Nominations by Mail
Nominations by Petition
Chapter 14: Holding Elections and Making Appointments
Conducting Elections Like a Maestro
Filling Vacancies
Making Committee Appointments
Chapter 15: Running the Show: Officers and Directors
Perfecting Presidential Presence
Playing (Not-so) Second Fiddles
Tackling Other Tasks
Filling Vacancies in Offices
Chapter 16: Gearing Up for the Real Action: Committees
Defining the Ordinary Committee
Taking Stock of Committee Appointment Methods
Appointing Members
Following Committee Procedures
Working on a Committee
Chapter 17: Reporting to Your Organization
Using Minutes to Report on Meeting Events
First Things First: Filing the Treasurer’s Report
Next Up: Hearing Reports of Other Officers
Wrapping Up Reporting: Reports of Boards and Committees
Knowing What to Do with Reports and Recommendations
Recognizing Members’ Rights to Consult the Records
Chapter 18: Disciplining and Removing Officers or Members
Dealing with a Dictator
Disciplining Members Who Shame Your Group’s Name
Maintaining Order in Meetings
Chapter 19: Starting a New Association
Preparing for an Organizational Meeting
Inviting Prospective Members
Holding the First Organizational Meeting
Drawing Up Your Bylaws
Holding Your Second Organizational Meeting
Holding Your Charter Meeting
Chapter 20: The Convention of Delegates: A Special Kind of Assembly
Defining the Convention of Delegates
Serving as a Delegate
Organizing the Convention Assembly
Understanding Other Convention Committees
Part 4: The Part of Tens
Chapter 21: Ten (Or So) Meeting Procedure Myths
Myth #1: Robert’s Rules Is Just a Guide You Don’t Have to Follow
Myth #2: Only One Motion Can Be on the Floor at a Time
Myth #3: The Presiding Officer Can Vote Only to Break a Tie
Myth #4: The Parliamentarian Makes Rulings
Myth #5: A Motion Not Seconded Is Void
Myth #6: Abstentions Count As Yes (Or No) Votes
Myth #7: The Chair Must Ask for Unfinished Business
Myth #8: The Chair Must Call for Nominations Three Times
Myth #9: If the Winner Doesn’t Serve, Second Place Can Take Over
Myth #10: Officers Must Be Members
Myth #11: Ex Officio Members Can’t Vote
Myth #12: Motions Don’t Take Effect Until Minutes Are Approved
Chapter 22: Ten Tips for Presiding Officers
Know Your Rules
Plan Your Meetings
Start Your Meetings on Time
Use Unanimous Consent
Use Committees
Preside with Impartiality
Never Give up the Chair
Don’t Share Your Lectern
Keep Your Cool
Use a Parliamentarian
Chapter 23: Ten Motion Mistakes to Avoid
“Reconsidering” a Vote
Speaking Without Recognition
Moving to “Table!”
Calling the Question
Tabling It Until Next Month
Offering a Point of Information
Offering Friendly Amendments
Making Motions to Accept or Receive Reports
Dispensing with the Minutes
Wasting Breath on “I So Move”
Chapter 24: Ten Custom Rules to Consider
Changing the Ten-Minute Speech Rule
Defining Your Quorum
Establishing Rules Related to the Quorum
Electing by Voice Instead of by Ballot
Adopting Special Vote Thresholds
Authorizing a Committee to Adopt Its Own Rules
Authorizing Spending When Adopting Budgets
Requiring an Adopted Agenda by Rule
Adopting a Customized Order of Business
Breaking a Tie in Elections
Appendix: Glossary of Parliamentary Terms
About the Author
Advertisement Page
Connect with Dummies
End User License Agreement
Guide
Cover
Table of Contents
Begin Reading
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Introduction
Welcome to the updated version of the second edition of Robert’s Rules For Dummies — a book with “Robert’s Rules” in the title that doesn’t pretend to be a substitute for Robert’s Rules! It’s written to serve as your personal guide to the principles of parliamentary procedure found in Robert’s Rules of Order Newly Revised, (11th edition).
Just so you know, in this book, whenever I use the term “Robert’s Rules,” I’m referring to the current edition of Robert’s Rules of Order Newly Revised, not to one of the many other books with “Robert’s Rules” in the title. The “current edition” of Robert’s Rules is the 11th edition. It contains at least 120 changes of some sort from the 10th edition. And that is the big reason why I’ve updated Robert’s Rules For Dummies: for you to be able to put two-and-two together with the latest, greatest, Robert’s Rules.
I doubt that you really want to know anything about parliamentary procedure. But I’m pretty sure you’re looking to get some quick information to help you participate more effectively in meetings, to serve in an office to which you’ve recently been elected, or both. Whatever your situation, if using parliamentary procedure is a must, then this book will go a long way toward helping you master the rules of Robert’s Rules.
I was in a similar situation back in 1989 when I joined a local unit of the National Association of Parliamentarians in Baton Rouge, Louisiana. I didn’t join because I wanted to be a parliamentarian or because I wanted to be a member of another organization; I joined because I wanted to learn enough to get a new organization off the ground. I needed some specific information, and I didn’t even realize that everything I needed to know but didn’t even know enough to ask about could be found in a book titled Robert’s Rules of Order Newly Revised (at that time, it was in its eighth edition, but the ninth edition was about to be published).
At first glance, the real Robert’s Rules appeared to be naught but a tome of arcane spells to intimidate the masses and empower the erudite. But thanks to several very knowledgeable and experienced parliamentarians, I found that quite the opposite was true. Robert’s Rules is actually a great reference book that provides a proper procedure for practically any parliamentary predicament.
So, when I was offered the opportunity to write this book, I thought it would be nice to pay forward all the personal help I’ve received over the years from the parliamentarians in the Louisiana Association of Parliamentarians, the National Association of Parliamentarians, and the American Institute of Parliamentarians. If I’ve accomplished my goals for this book, then you can keep Robert’s Rules For Dummies handy and use it as if it were your own personal consulting parliamentarian.
But it comes with a very important caveat: When you need to make a point in a meeting, be prepared to cite the real Robert’s Rules. That is, Robert’s Rules of Order Newly Revised (11th edition) Whatever you do, please don’t go waving my book around to your presiding officer unless your bylaws say that your parliamentary authority is Jennings’s Robert’s Rules For Dummies (which they should not!). Of course, I’m delighted that you’ve bought this book, but it’s not a parliamentary authority. It’s a book about one.
About This Book
To get the most out of this edition of Robert’s Rules For Dummies, use it to introduce yourself to the fundamental concepts that are covered in comprehensive detail in Robert’s Rules of Order Newly Revised.
Don’t try to read this book cover to cover. Instead, dive right into the chapter containing the information you need. Read it and you’ll have a good and thorough overview of that particular topic. If I’ve done my job, you’ll be well oriented to the subject matter. When you turn to the corresponding pages in the 2011 edition of Robert’s Rules of Order Newly Revised, the in-depth treatment of a particular subject will make much more sense to you, and you’ll be able to apply it to your particular situation.
(Not So) Foolish Assumptions
Because you picked up this book, I assume a few things about you:
You’ve heard of Robert’s Rules, but you have little (or no) formal training or study in parliamentary procedure.
You’re a member of an organization that uses Robert’s Rules.
You want to participate effectively in meetings.
Much of what you know about parliamentary procedure is what you’ve picked up here and there in meetings.
You may sometimes feel not confident about how to participate effectively at some point in a meeting, so you keep your mouth shut and later wonder what maybe you could have done if only you had known what to do and how to do it when it could count.
You have to deal with others who attempt to minimize the importance of using proper procedures in meetings.
You want to have a better understanding of Robert’s Rules so that others can’t take advantage of you in meetings.
If you’re an officer or director, you want to understand the proper way to handle your duties in the organization.
I also assume that you won’t try to use this book as a substitute for Robert’s Rules. It’s not written to be a parliamentary authority. It’s written to give you the perspective you need to make the best use of the real Robert’s Rules when you need it.
That being the case, my final assumption is that you will obtain a copy of the real Robert’s Rules. The right book is the 11th edition of Robert’s Rules of Order Newly Revised. Get a copy if you don’t already have one. You can order it from my online bookstore at www.alanjennings.com.
Icons Used in This Book
Icons are these peculiar little pictures that surface in the margin from time to time in each chapter to let you know that the following topic is special in some way. Robert’s Rules For Dummies utilizes the following five icons:
When you see the Tip icon, you know you’re about to read a helpful hint or tip that can save you some time or trouble. The tip may make things easier for you when you’re in the thick of some difficult parliamentary situation.
When you see this icon, pay close attention. It lets you know that trouble, problems, or exceptions may be lurking, but you can avoid the trouble by taking the right precautions or paying heed to some advice born of experience in the school of hard knocks.
This one doesn’t get a lot of use here, because just about everything in this book qualifies as technical stuff. So if you see this icon, it’s sure to be the most technical of the technical stuff.
I use this icon a good bit, but that’s only because there’s a lot to remember in this book. But the good news is that you don’t have to memorize it because you can flip to the page and go straight for the icon. But generally, this icon highlights key points of whatever discussion you’re reading. I also use this icon to point out an important exception to an otherwise pretty hard-and-fast rule.
Beyond the Book
If you need more help with Robert’s Rules, I encourage you to check out additional resources available to you online:
To view this book’s Cheat Sheet, simply go to
www.dummies.com
and search for “Robert’s Rules For Dummies Cheat Sheet” in the Search box.
I also include helpful forms and sample documents on Dummies.com. All you have to do is point your browser to
www.dummies.com/go/robertsrulesfd3e
, download the files you want, and they’ll show up on your computer ready for you to customize, save, and print.
Where to Go from Here
Get with it! You bought this book for a reason, so look up whatever it is you need to understand about Robert’s Rules. After you’ve read the discussion, turn to your copy of Robert’s Rules of Order Newly Revised if you want or need to know more. Immerse yourself in an in-depth treatment of a topic as written by the somewhat droll but definitely learned authors. On my website at www.alanjennings.com, you’ll find a link to a great collection of parliamentary procedure titles that you can order direct.
Don’t stop there! It’s the very nature of parliamentary law that knowledge about one topic leads to interest in another. Learning a little more will make you that much more effective in your meetings and service as a leader. It feels good to gain a stronger grasp of the Robert’s Rules principles.
If I can help at any time, let me know. I can be reached by e-mail through the contact page on my website. Point your browser to www.alanjennings.com, click on “Contact,” and type in a message. I make every effort to respond to all my e-mail, so please drop me a line if there’s something you need clarified or expanded.
Parliamentary procedure education in your area
If you really want to learn as much as you can, check with one or both of the following organizations and ask for information about the nearest local unit or chapter of parliamentarians. These local units have regular program meetings and offer educational programs in the community. They also usually have registered or professional members that can tailor-make a workshop for your group to help you have better meetings or develop leadership skills.
The National Association of Parliamentarians
213 South Main St.
Independence, MO 64050-3850
Phone: 888-627-2929
Web site:
www.parliamentarians.org
American Institute of Parliamentarians
550M Ritchie Hwy, #271
Severna Park, MD 21146
Phone: 888-664-0428
Web site:
www.aipparl.org
Hiring a professional parliamentarian
More and more groups are looking to professional parliamentarians for training, consulting, or on-site meeting services.
If you have a large group and would like to have more orderly and productive meetings, or if your staff is overwhelmed when putting together your meetings and could use some help, you will probably benefit greatly by retaining a professional parliamentarian for specific services.
And even if your group is small and local and is just interested in fixing some bylaws, you save a lot of time and angst if you enlist the help of a local certified, registered, or professional parliamentarian.
No matter the size of your organization, when you find yourself in a rough situation and you just can’t get past a particular issue, you may be able to break the impasse by asking a professional parliamentarian to give you a consultation and advise you on how to proceed.
Part 1
It's Parliamentary, My Dear: Participating Effectively in Meetings
IN THIS PART …
Discover the rules of parliamentary procedure
Get familiar with the bylaws of any organization you belong to
Understand the basic requirements for a valid meeting
Follow the standard order of business
Chapter 1
Following the Rules (Robert’s, That Is)
IN THIS CHAPTER
Uncovering the source of Robert’s Rules
Defining parliamentary law
Understanding the rules of parliamentary procedure
Recognizing the personal benefits of learning Robert’s Rules
Are you the kind of person who sees meetings as a wonderful and personally fulfilling activity that you look forward to with great anticipation?
I didn’t think so. If you were, you probably wouldn’t be reading this book. Truth is, I haven’t met many folks who love meetings and can’t wait for the next one. But I have met plenty of people who dread meetings and attend only because they’re afraid of what may happen if they’re absent. Attitudes like this develop most frequently when nobody in the group (especially the presiding officer) really knows how to run a good meeting.
Luckily for you, I’ve found a remedy for anti-meeting attitudes. Try out a well-run meeting conducted by a presiding officer who takes the time to learn and use the principles of parliamentary procedure in Robert’s Rules. It really does work wonders!
Keeping Things Informal
For anyone reading this book who thinks that Robert’s Rules is all about being stiff and formal in meetings, I hope you disregard that notion right away. Robert’s Rules is about conducting good meetings without any more formality than is absolutely necessary to protect the rights of everyone and keep things orderly. The rules are there to help, not hinder, business. General Robert (though not a general at the time) said, in advising inexperienced chairmen in his original edition:
Know all about parliamentary law, but do not try to show off your knowledge. Never be technical, nor be any more strict than is absolutely necessary for the good of the meeting. Use your judgment; the assembly may be of such a nature, through its ignorance of parliamentary usages and peaceable disposition, that a strict enforcement of the rules, instead of assisting, would greatly hinder business; but in large assemblies where there is much work to be done, and especially where there is liability to trouble, the only safe course is to require a strict observance of the rules.
The general’s point must be taken to heart. Sprinkled throughout Robert’s Rules are details of procedures that are available when you need them. The key theme of Robert’s Rules For Dummies, as with Robert’s Rules in general, is that you don’t need to be any more formal than necessary. But you never want to be so informal that you compromise any rights — whether those of the individual, the minority, or the group as a whole.
Making Meetings Meaningful
One of the most marvelous points about Robert’s Rules is that it makes meetings meaningful. I first experienced a true understanding of how Robert’s Rules can really work to a group’s advantage in a meeting of my state association of parliamentarians many years ago.
At that meeting, the president of the National Association of Parliamentarians, Kathryn Scheld, presented a workshop titled “Making Meetings Meaningful.” I was really taken with that presentation, and I have since made it my goal in service as a parliamentarian to help my clients see their meetings as events that can and should be meaningful experiences for the members who invest their time and money in attending and participating. Those three words — making meetings meaningful — so clearly describe the most immediate benefit to learning and applying the principles of parliamentary procedure contained in Robert’s Rules.
Using Robert’s Rules For Dummies as a handbook for making your meetings meaningful can give you a real edge on the knowledge that can help you put your organization on the fast track to greater success.
A Brief History of Robert’s Rules
Robert’s Rules is practically synonymous with parliamentary procedure. My colleagues conservatively estimate that more than 80 percent of all organizations use Robert’s Rules as their parliamentary manual. But Robert’s Rules of Order Newly Revised is just one of a number of parliamentary manuals. And because copyrights expire and the name Robert’s Rules has assumed a generic usage, many books are published with Robert’s Rules in their titles. But they’re not the real thing.
Robert’s Rules of Order was the cover title of a book first written in 1876 by Henry Martyn Robert. The actual title was Pocket Manual of Rules of Order for Deliberative Assemblies. The author was a civil engineer in the U.S. Army. In 1863, when he was 26 years old, he had been called on to preside at a church meeting. He was reluctant to decline, but he didn’t know how to properly preside. Despite his reservations, he accepted the duty, hoping that his lack of knowledge wouldn’t be an embarrassment to himself or a disservice to those at the meeting.
We don’t know exactly what happened at that meeting that historians describe as “turbulent,” but we do know that Robert came away determined to learn something about parliamentary procedure before he even attended another meeting.
Some years later, Robert, who at the time held the rank of major, was stationed in San Francisco and found himself working with different organizations having memberships composed of persons from all over the country. Thanks to different local customs, wide disagreement arose over “correct” meeting procedures. Major Robert saw the need for uniformity and immersed himself in study of the parliamentary law of the day. He developed a pocket manual of parliamentary procedure that was published in 1876, known as Robert’s Rules of Order. Since then, the manual has seen two revisions in a total of 11 editions.
General Robert’s heirs continue to be actively involved in the current edition. The Robert’s Rules Association, the National Association of Parliamentarians, and the American Institute of Parliamentarians recognize Robert’s Rules of Order Newly Revised (RONR) as the authoritative work on parliamentary procedure whenever “Robert’s Rules” is designated as the parliamentary authority.
THE EDITIONS OF ROBERT’S RULES
“Robert’s Rules of Order” refers to the most current edition of the parliamentary authority described by any of the following titles:
Robert’s Rules of Order(RO) (1st, 2nd, and 3rd editions)Robert’s Rules of Order Revised(ROR) (4th, 5th, and 6th editions)Robert’s Rules of Order Newly Revised(RONR) (7th, 8th, 9th, 10th, and 11th editions)All the revised editions are revisions by the original copyright holder or his successor trustees of the copyrights. The original Robert’s Rules of Order is out of copyright and, consequently, has been republished or rewritten by numerous authors and sold with the name Robert’s Rules or Robert’s Rules of Order in the title.
This updated second edition of Robert’s Rules For Dummies is intended as your guide to the current (11th) edition of the work, which is now titled Robert’s Rules of Order Newly Revised. It’s based on the most current rules, not on the old and outdated rules of earlier editions.
Being Empowered at Meetings
In groups where a presiding officer becomes truly knowledgeable about correct parliamentary procedure, things change for the better. When I hear someone complain about how “parliamentary procedure” causes problems, I’m hearing from a member of a group that uses parliamentary procedure incorrectly. The parts that members dislike about the so-called process aren’t even accurate parliamentary procedures. The procedures they’re using are usually just somebody’s self-serving double-talk that snookers members who don’t know better into accepting them at face value.
When it comes to conducting meaningful meetings, you’re successful only if you empower yourself by gathering the right information. But just as important as having this information is knowing when to use it.
The rules in Robert’s Rules aren’t set up to give one side an edge over the other. They exist to help you arrive at the true will of the assembly, with due consideration for all points of view. Adding a few basic rules of procedure to your arsenal puts you more in control. Preparation helps you know when to insist on technicalities and when not to worry about them.
Parliamentary Procedure
You’ll enhance your understanding of the principles in this book if you take a few minutes now to go over some of the basics. Parliamentary procedure refers to the practices used in meetings to keep things orderly and give everybody a fair chance to be heard for at least as long as it takes for everybody to realize that nothing new is being said and that a large majority is ready to make a decision and move on to other business.
Parliamentary procedure actually goes a lot farther than that, but you’ve probably guessed as much. It takes a book or two to really cover the subject. You’re on your way, though, and you’ll have a much better understanding of the process after you’ve worked through some concrete examples like the ones in this book.
General parliamentary law
Parliamentary procedure is based on parliamentary law. Specifically, parliamentary procedure is the parliamentary law you follow in your organization, along with any special rules of order that you institute just for your group.
The broad concept of parliamentary law (although not actually law in the sense of statutes and jurisprudence) is the body of accepted rules and practices of deliberative assemblies of all types and sizes. (Flip to Chapter 3 for more details on deliberative assemblies.)
If the term parliamentary conjures images of men in scratchy wigs crying “Hear, hear!” you may think this has little to do with you. But if you’ve come together as a loosely knit group of friends (or enemies), chances are good that you follow some rules even if you haven’t written them down and given them a name. You know what I mean — rules like “Only one person speaks at a time,” “Don’t interrupt the person talking,” or “Let’s decide what to do about this before we go on to something else.”
The most basic rules about interacting with others form the basis of what you may hear referred to as the common parliamentary law. It’s a collection of rules and customs, many of which you know, understand, and use every day, even though you never really think about them much.
Robert’s Rules isn’t a law book. When you see the terms legal and illegal in this book, they usually refer to the propriety of a procedure or action under parliamentary procedure. Parliamentary law isn’t statutory law. It’s just the body of rules that, written or unwritten, you use when you’re assembled and discussing your business.
Principles of parliamentary law
Robert’s Rules is generally regarded as the codification (or systematic arrangement) of general parliamentary law. Robert’s Rules is written to be a concise but thorough treatment of the vast amount of interrelated information on parliamentary law.
The rules in Robert’s Rules are soundly based in principles of parliamentary law that take into account the rights of the majority, the minority, the individual, any absent members, and the collective rights of all these groups.
Robert’s Rules is grounded in the principle that a deliberative assembly (see Chapter 3) is a body, usually autonomous, that enjoys the freedom to conduct its business in accordance with its own provisions for the rights of its members and itself as an assembly. It’s free to enact its own rules, choose its leadership, delegate to its leadership all or part of its authority, and retain whatever control over its business it wants.
Another guiding principle is the “one person, one vote” principle. Although members of an assembly commonly hold more than one position in the group, one person still gets only one vote. You may be both the club treasurer and the chairman of the program committee, but you don’t get to vote twice at board meetings.
Members only
When you hold membership in a deliberative assembly, which is a fancy way of saying “a group of people debating an issue,” you’re entitled to all the rights and privileges associated with that membership. Generally, members have the following rights:
To attend the meetings of the assembly
To make motions, which are formal proposals that the assembly take some kind of action in the name of the group
To participate in debate
To vote
These are fundamental membership rights that cannot be taken from you without disciplinary action through due process (see Chapter 18), unless provisions set out in your bylaws define limitations on these rights within specific classes of membership.
Although these rights apply to the majority of members, different levels of membership , which can carry with them varying privileges, may be provided for in your bylaws. In this book, however, just like in Robert’s Rules, when I talk about “members” or “membership,” I mean the class that has all rights, including the right to attend meetings, make motions, speak in debate, and vote.
Membership carries with it basic duties, such as the duty to vote on questions on which the member has an opinion. (For more on abstention, see Chapter 8.) Membership often carries with it other duties and obligations as well. You can resign your membership if you want to end your obligations and duties to the assembly, but you can be compelled to fulfill any duties and obligations that you incurred as a member. However, a member who is in good standing cannot be compelled to continue membership to the extent that additional obligations accrue.
One of the more common duties that go along with membership is to be of service to your organization. The organization’s bylaws specify membership duties specific to the organization or assembly. If you haven’t found out already, you will surely learn someday that the honor of getting on a prestigious board includes the duty to give service on a committee — and maybe even to give a little extra money to your organization from time to time.
The term membership also refers to the assembly, or to the group of people who have basic membership rights. In this book, as in Robert’s Rules, the term membership is often used when referring to the assembly, as in, “That’s a question that has to be decided by the membership.”
You may have heard the phrase “member in good standing.” Well, that has special meaning according to Robert’s Rules. A member who is in good standing is one whose membership rights have not been suspended through due process or based on the application of specific bylaws to the member’s standing. If you haven’t paid your dues, but you are in a bylaw-specific grace period, then the fact that you haven’t paid the dues does not besmirch your status of being “in good standing.”
Fundamental principles of parliamentary law
Some rules are so fundamental that Robert’s Rules has labeled them fundamental principles of parliamentary law. These principles are at the foundation of all the rest of the rules. The rules that embody these principles can never be suspended, even by a unanimous vote. If you want to avoid having these rules apply to your group, you need to provide as much in your bylaws (more on those in Chapter 2). Those fundamental principles are as follows:
Basic rights of a member can’t be suspended. Unless a particular member is subject to rules of discipline, all members’ rights to attend meetings and exercise other rights of membership can be inhibited only by procedural rules that affect the entire assembly — rules such as ones that limit or close debate.
Rules protecting absentees cannot be suspended. Therefore, business conducted in a special meeting must conform to what is specified in the call of the meeting (see
Chapter 4
).
A member is entitled to one, and only one, vote on any question before the assembly. This rule cannot be suspended to allow for cumulative voting (see
Chapter 8
).
The right to vote is limited to the members who are present in a meeting during the time a vote is actually taken. Therefore, on any question before the assembly, rules cannot be suspended, even if the vote is unanimous, to allow a non-member or an absentee to vote.
Only one motion can be considered at a time. (You can, however, have several motions
pending
at one time.)
Other principles of parliamentary law
Parliamentary law also includes the following general principles:
The majority rules, but not until the opportunity for full and free debate has occurred. No member, or any minority, can be denied the right to participate in debate unless by two-thirds vote the assembly has decided to limit or end discussion or debate. (Take a look at
Chapter 7
for the details on limiting or closing debate, and check out
Chapter 9
for details on the motions that you use to do it.)
Even though it’s not always wise to do so, every person and minority faction has the right to use all available rules and procedures in their efforts to have their positions adopted by the group. However, these measures can’t be undertaken in a manner that disrupts the peace of the entire group.
A higher voting threshold is required to change something than to adopt it in the first place. (See
Chapter 12
for more details on readdressing issues.) This requirement protects against the instability of rules that may be changed easily when there are minor shifts in attendance from meeting to meeting.
Achieving Personal Goals
The benefits of understanding the principles of parliamentary law in Robert’s Rules go beyond just running (or participating in) a meeting. Taking the time to better understand the ins and outs of Robert’s Rules can save you a lot of time during meetings and help you use motions to get your ideas on the fast track. Understanding motion-making techniques develops your ability to concisely state exactly what needs to be done. The better you are at making motions in meetings, the better you will be at processing your own particular action plans, both in and out of meetings.
Experiencing Personal Success
As you absorb tips on effective meeting participation, you’re no doubt developing leadership skills you didn’t even know you had. By focusing your knowledge of rules and your educated judgment of when and how to apply them, you’ll find yourself successful in all your meetings. The education you get from a hands-on application of Robert’s Rules in your meetings helps you more naturally listen to others before making a decision. Ask successful people whether they’d be where they are now if they hadn’t learned how to listen and respect other points of view!
Chapter 2
Defining the Organization: Bylaws and Other Rules
IN THIS CHAPTER
Knowing how to adopt, amend, and suspend your rules
Changing your bylaws and applying them properly
Keeping members informed of changes to bylaws and rules
“We the People… .” These famous words begin the definition of one of the greatest organizations in the world, the United States of America.
We, the people, adopted a rule early on that secures the right “peaceably to assemble.” Your right to belong to an organization is based on the agreement of everybody that assembling is a natural and sacred right, and it’s one of the first membership rules the founding fathers established. It was so important that they put it in the Constitution, making it sure to stay in force unless a large majority of Americans agree to change it. And that’s not likely to happen anytime soon.
A country is its citizens, and your organization is its membership. The success of both depends on the members agreeing to the fundamental rules. If you think of your organization’s rules as the framework for your mutual cooperation and benefit, you can understand bylaws and other organizational rules much more clearly.
In this chapter, I focus primarily on bylaws because this governing document establishes the real framework of your organization. My focus isn’t intended to minimize the importance of other types of rules; instead, it’s to emphasize that your bylaws are to your organization pretty much what the Constitution is to the United States of America.
Covering the Rules about Rules
C’mon now, admit it: You saw it in the Table of Contents, but you really didn’t believe that a whole chapter could cover rules about the rules. Well, this is a book about a book full of rules, so this chapter shouldn’t be a big surprise. But don’t worry — it’s not all that complicated.
When it comes to the rules about rules, one rule stands out: A deliberative assembly is free to adopt whatever rules it wants or needs, as long as the procedure for adopting them conforms to any rules already in place or to the general parliamentary law (which Chapter 1 defines).
The reason for having rules in the first place is to enable you and your fellow group members to agree on governance (that is, who your leaders are, how you choose them, when you have your meetings, and so forth), procedures for arriving at group decisions, and policy that covers the details of administration for your organization.
Without rules, you won’t last long as a group; you’ll be unable to avoid conflicts, and you’ll experience disagreements on points as basic as whether a particular assembly of individuals can really decide something in the name of the group. You won’t know for sure whether some procedure used is inappropriate for arriving at an important decision. And without a way of classifying the different rules, you’ll find yourself not knowing which rule takes precedence and when. Robert’s Rules sets up some basic classifications to help you avoid these complications.
Classifying your rules
Different situations call for different types of rules. Robert’s Rules classifies the different governance rules based generally on their application and use, and on how difficult they are to change or suspend.
Robert’s Rules classifies rules for deliberative bodies as follows:
Charter:
The charter may be either your
articles of incorporation
or a
charter issued by a superior organization,
if your group is a unit of a larger organization. A corporate charter is amendable as provided by law or according to provisions in the document for amendment. A charter issued by a superior organization is amendable only by the issuing organization.
Bylaws:
The
bylaws
are fundamental rules that define your organization. Bylaws are established in a single document of interrelated rules. (I discuss bylaws in detail in the sections following this one.)
Rules of order:Rules of order are written rules of procedure for conducting meeting business in an orderly manner and the meeting-related duties of the officers. Because these rules are of a general nature about procedure rather than about the organization itself, it’s customary for organizations to adopt a standard set of rules by adopting a parliamentary authority such as Robert’s Rules. Most of the rules in Robert’s Rules and the other chapters of this book are rules of order. Rules of order can be customized by adopting special rules of order to modify or supersede specific rules in an adopted parliamentary manual. For example, the rule of order in Robert’s Rules limiting speeches in debate to ten minutes can be superseded permanently by adopting a special rule of order providing that speeches are limited to three minutes.
Robert’s Rules makes an important exception to the rule that a special rule of order can supersede a rule in the parliamentary manual (whew!): If the parliamentary manual states that some particular rule in the manual can be changed only by amending bylaws, the rule in the parliamentary manual cannot be superseded merely by adopting a special rule of order. You have to amend your bylaws to change it.
Standing rules:
These rules are related to the details of administration rather than parliamentary procedure. For example, suppose your group adopts a motion that directs the treasurer to reimburse the secretary for postage up to $150 per month, provided that the secretary submits a written request accompanied by receipts for postage purchased and a log of items mailed in the name of the organization. That policy becomes a standing rule. Motions that you adopt over the course of time that are related to policy and administration are collectively your
standing rules.
Custom:
Your organization probably has some special ways of doing things that, although not written in the rules, may as well be etched in stone on your clubhouse door. Unless your bylaws or some written rule (including the rules in Robert’s Rules) provides to the contrary, a practice that has become custom should be followed just like a written rule, unless your group decides by majority vote to do something different.
Ranking the rules
When you’re dealing with different types of rules, you need to know when to follow which rule. Among the more fundamental rules, then, are rules about which rule takes precedence over other rules.
Finishing first: Charter
The charter, if you have one, reigns supreme. Nothing except a judge or the law of the land supersedes it. Fortunately, a charter is usually pretty succinct and operates like a franchise. It’s a grant of authority by the state (if your group is incorporated) or a superior organization (if your group is a constituent unit of a larger body). A charter usually lists the few conditions under which you must operate, but it usually provides for your organization to be subject to bylaws specifically tailored to your organization but which may not conflict with provisions of the charter.
When your organization is incorporated, your state’s corporation statutes will most certainly contain rules of procedure. Often, the statutes will authorize the corporation’s charter, bylaws, or other rules to supersede a statute. But probably just as often, the statute will supersede anything to the contrary you have in your bylaws. Things get complicated for organizations (incorporated or otherwise) that are governed by various other state statutes and codes. If your organization is a homeowner association or a condominium association, it’s likely subject to some pretty specific state laws defining how the organization must operate. Things can get even more complicated when deeded covenants and restrictions come into play. If your organization is one that is governed by such laws and court filings, it can be difficult to know just what rules might apply in your situation. In those cases, only a lawyer licensed to practice in your state can give you the birds-eye lowdown on the applicability of the various and sundry laws that may pertain to your situation.
Coming in second: Bylaws
Even though the bylaws contain the most important single set of rules for defining your organization and its governance, the content of the bylaws remains binding and enforceable only to the extent that it doesn’t conflict with your charter. If your group isn’t incorporated or isn’t subject to a charter, the bylaws are the highest-ranking rules of your organization. No matter what, no rules of order or standing rules can ever be enforced if they conflict in any way with your bylaws.
Because bylaws define specific characteristics of the organization itself — including (in most cases) which parliamentary authority the organization uses — bylaws are of such importance that they can’t be changed without previous notice and the consent of a large majority of your members.
Tying for third: Special rules of order and standing rules
Special rules of order and standing rules have completely different applications and uses, but they rank together as immediately subordinate to bylaws because they have one particular point in common: They comprise individual rules (each of which is usually adopted separately from the other rules in the class) based on the specific need of the organization to accomplish a specific purpose for which the rule is adopted.
Coming in fourth: Robert’s Rules (parliamentary authority)
Robert’s Rules is a parliamentary manual, and if your organization has adopted it as your parliamentary authority, Robert’s Rules is binding on your group. But it’s binding only to the extent that it doesn’t conflict with the charter, bylaws, special rules of order, or standing rules.
Last place: Custom
By custom, I mean procedures that aren’t written anywhere but are followed in actual practice just as if they’re written rules. Custom has its place, and any practice that’s taken on the standing of an unwritten rule is just as binding as if it were written, with one exception: If a written rule exists to the contrary, even in the parliamentary authority, the custom must yield as soon as the conflict is pointed out to the membership through a point of order; the only way around this exception is if a special rule of order is adopted to place the custom formally in the body of written rules.
So when Mr. Meticulous shows you the bylaw that requires all elections to be conducted by ballot vote, from then on, you have to have ballot votes, even if your organization’s custom has been to elect unopposed candidates by acclamation. In that case, you can no longer claim that custom has any standing.
Custom is known by another name: The “we’ve always done it that way” rule. When a written rule contradicts the “we’ve always done it that way” rule, the custom absolutely yields to the written rule — unless, that is, you change the written rule to make it agree with the way you’ve “always done” whatever it is you’re doing.
Laying down rule requirements
Fundamental differences exist in the procedures you use to adopt or amend each class of rules. Table 2-1 lists the rules by class and the requirements for their adoption, amendment, and suspension. (See Chapter 11 for rules on suspending rules.)
Table 2-1 Rule Classifications and Requirements
Class of Rule
Requirements to Adopt
Requirements to Amend
Requirements to Suspend
Charter
Instrument initially adopted by majority vote or as provided by law or chartering authority
As provided in charter
Can’t be suspended
Bylaws
Instrument initially adopted by majority vote
As provided in bylaws, or by two-thirds vote with previous notice if bylaws are silent
Can’t be suspended unless provisions for suspension are included for a particular rule or are clearly in the nature of a rule of order
Special rules of order
Previous notice and two-thirds vote, or a majority of the entire membership
Previous notice and two-thirds vote, or a majority of the entire membership
Two-thirds vote, subject to limitations (see Chapter 11)
Standing rules
Majority vote
Majority vote with notice, two-thirds vote without notice, or a majority of the entire membership
Can’t be suspended if application is outside a meeting; can be suspended for the particular session by majority vote if application is in a meeting
Rules of Order (parliamentary manual)
Initially adopted by specifying in bylaws, but may be adopted by special rule of order
Not amendable, but special rule of order or standing rule takes precedence
Two-thirds vote, subject to limitations
When you know the basics about the different classes of rules, it’s time to drill down to bylaws. Your bylaws are the heart of your organization’s structure.
Uncovering Bylaw Basics
Your bylaws comprise the fundamental rules that define your organization. They include all the rules that your group determines are of such importance that
They can’t be changed unless the members get previous notice of any proposed change, and a large majority (commonly two-thirds) is required to enact any proposed change.
They can’t be suspended (see
Chapter 11
), even by a unanimous vote.
A particular bylaw may be suspended if the bylaw provides for its own suspension or if it’s a rule that otherwise would be considered a rule of order as defined in the section “Covering the Rules about Rules,” earlier in this chapter. An example of such a bylaw that can be suspended is a provision that “the president shall preside at all meetings of the assembly.” Because this bylaw is specifically a rule related to the duty of an officer in a meeting, it would otherwise be classed as a rule of order; it could, therefore, be suspended. I discuss procedures for motions to suspend the rules in Chapter 11.
The exception permitting bylaws to be suspended in these cases must be narrowly construed. If any doubt exists about whether a rule in the bylaws can be suspended, it probably can’t be suspended.
Because bylaws are such a closely interrelated and customized set of rules, they’re gathered in a single document. With the exception of any laws governing your organization or your charter (if your organization is incorporated or is a unit of a larger organization), the bylaws take precedence over any and all other rules you adopt.
The nature of bylaws is sufficient to establish a contract between members and define their rights, duties, and mutual obligations. Bylaws contain substantive rules relating to the rights of members whether or not they’re present in meetings. The bylaws detail the extent to which the management of the organization’s business is handled by the membership, a subordinate board, or an executive committee.
