5. 122 2. Parnphrasin g accurate ly nnd noncvnluativcly the content of the mcssnge ~ind the feeling..<: of the sender. Th_is involves restating the sender's expressed ideas and feeli ogs in one's own words. 1n doing Lhis, the receiver must avoid any indication of approval or disapprova l. He must also refrain from adding to or subtracting from the sender's message (Johnson and . Johnson 1975, p. 116). 3. Describi J1g what is perceived as the sender's fee Hngs. Another receiving skill is describing what is perceived as the sender's feelings. The description tontativc Jy identifies those fce)ings without attcmpr ing to inteq)ret them or explain their causes. It communicates this message to the sender... Here is what I understand your feelings to be. Tell me if I am correct. " 4. Stating one's interpretation of the sender's message and negotiating with him until there is agreement as to the meaning of the message. When paraphrasing the content of a mes/:age does little to communicate one's understanding of Lhe message, the receiver needs to negotiate '"'ith t J1e sender the actual meaning of the message. The receiver may wish to preface his negotiation for meaning response with, "\'\That 1 think you mean is... " If the receiver's interpretation is correct, he makes n corresponding reply. If his interpretation is wrong, ll1en the sender is. given an opportunity to restate the message until the receiver can state what the essential meaning of the message is. Skills on the Management of Conunittee or Task Groups. Committees or task gronps are organized in order to carry out the goals, objectives, and functions of groups or organizations. A productive committee or task group is a result of adequate ba J1dling of committee dynamics and mechanics. The following arc examples of the skills on the manageme nt of committees or task groups (Cox and others 1977, pp. 255-265) : a. Selecting appropriately lhe chairman and member·s using as a guideline the purpose for which the committee or· task group was formed. A group of mon~ than 15 members can liardly encourage adequate participa tion of all members. b. Ensuring adequate Pre-meeting Preparations: 1. Preparing the agenda well. (a) Selecting the topics properly such that the issues can be discussed ndeqm1tely· '1--vithin two hours. Beyond this lime, members may feel exhausted to carry on effectively with decision making and problem solving processes. (b) Defining each item in ~he agenda as explicitly as possible. This sh. all guide members on what exact Jy will be taken up in tbe meeting. This can he]p them 