EYP FINLAND

European Youth Parliament

Parlement Europen des Jeunes

A Chairs Guide
Based on the Chairs Guide
of the European Youth Parliament (EYP)
by Sonia Laszlo (May 2001)
With changes by Fredrick Lee Ohlsson (2003)
And Tapio Schrey (2003, 2004)

Last updated: 06/10/2004 by Tapio Schrey

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c/o Matinraitti 3-5 B 14, 02230 Espoo, Finland
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Foreword
Dear Chairs,
This booklet is made to give you some guidelines and help for your chairing.
However, you should remember that every chair has his/her own style and that is what makes
us all unique. Quoting Fredrick Id say that: There is a reason you were chosen to be a Chair
at EYP.
We will be covering all the fields of chairing during our chairs training and this booklet is
quite useless without it. Furthermore this is the first draft so please do not hand this guide to
anyone.
Espoo 9.10.2004

Tapio Schrey
EYP-Finland

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Introduction
Team, Task and Individual are three circles that overlap.
If you manage to work in the middle of the overlapping bit you will have action centred
leadership which is the optimum.
Diagram: Circles Team Individual task
Stages of the group
During a session the committee will be in different stages

Icebreaking and coming to know each other

Getting comfortable with the session atmosphere and the group

Starting to work together

Discussion and possible conflicts

Agreement and Phrasing

Defending the resolution to the outside

Ask questions
To lead a group it is often better to ask questions rather than situating arguments.
You can ask questions that will have various effects. Remember to have eye contact!
Clarification
Check what was discussed lead to an agreement, sum-up
Make the group evaluate something

You can ask open or closed (yes or no as a possible answer) questions.

You can ask the whole group or the individual.
You can ask a series of questions or just a single one.

How should your questions be shaped?

Think before you pose them. Be precise and make sure the delegates understood. NEVER
ANSWER THEM YOURSELF

What did you observe?

What did not work out?
Why didnt it work out?
How do you want to change it?

Keep the three As in mind: Analysis, Aspiration, Action

What is your high and your low of the game / day?
Get in touch with delegates
Informal formal, private - public

Debriefing session
The first rule is: Take your time! Never rush a debriefing session.
Debriefing is an essential tool for group work. You will use it mainly and extensively during
teambuilding. During committee work, if there are obstacles to overcome or to round up one
discussion
The debriefing session is the time you check up on the team and the time for the team to
reflect and to learn.
Ask them how they experienced e.g. a teambuilding game.

What did they observe?

What do they want to improve?

Is there anything else?

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Sometimes you have to play the devils advocate to show them things they did not
think about.
Types of delegates
Every delegate is an individual and has individual thoughts, habits and attitudes.
During Teambuilding you will find out different characteristics of delegates. Sometimes they
change in committee work. People can be more comfortable during committee work than in
teambuilding or the other way around.
Be careful to not only react to the so-called problem delegates (e.g. discussion leaders not
respecting the team) give equal attention to all the delegates.
There are a zillion different types of individuals, every delegate can fulfil a couple of the
following attitudes.
The thinker: quiet, but if he says something it changes the groups direction and influences
the decision making process. He is really useful during discussion to clarify and sum-up and
keep an overview. Sometimes the thinker plays the devils advocate and presents a contrary
point of view.
The agreer: person who is easy to influence and agrees easily. Changes his mind often. Be
careful that he really agrees, otherwise he changes his mind during phrasing which is really
dangerous.
The clown: more or less focused on the topic, mainly focused on fun and to draw attention
on him.
The Pusher: want to get things done, seeks agreement. Sometimes to intense and too fast.
The native speaker: speaks English obviously better than the others. Use him and his
knowledge, ask him to slow down, make him and the group aware of the advantages for the
group.
The quiet delegate: listens, maybe drifts of a bit. Possible reasons are shyness and
insufficient knowledge of English
The continuous talker: some delegates have to express their opinion all the time and in a
dominant manner.
The inattentive delegate: Delegates daydream or talk to each other. Look at them, stand
behind them, if necessary ask them if they want to add something. If none of your actions
taken changed the situation ask them for discipline to reach the groups goal.
With any extreme delegate be careful that the group does not turn against him (e.g. too much
joking, too much arguing)
Motivation and energy level
Check the delegates energy level from time to time:

Up

Soso

Down
Feedback

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Giving feedback

Give feedback on the observed behaviour as neutral as possible and not influenced by
your personal opinion and by how you felt. Include what you felt only if you want to stress a
point.

Focus on points that can be changed, limit yourself, dont include everything at once,
respect the personal limits of a person. If there is no use for the other person then dont give
that feedback.
Ask questions (What other way is there? How did the other person react?)
BE CONSTRUCTIVE
Receiving feedback

Listen and make sure you understood. DONT ARGUE and DONT DEFEND.

Think about what you heard, do you want to change something, did you hear it
before?

Maybe if you feel like it, get in touch with the person who gave you feedback and talk
about your thoughts.

Teambuilding
Teambuilding games are very flexible and they depend on the session, possible choices to be
explained and discussed in chairs training are:
Games
See the teambuilding-guide attached.
End of Teambuilding in Committee
Hopes and Fears
Take some time after teambuilding and before the presentations to do a hopes and fears
session.
Different ways:
1. Let them write down their hopes and fears for the session (either with their name or
anonymous) put the papers in the middle and everyone picks one and reads it out.
Usually Delegates will add something or maybe the Delegate who wrote it will ad something.
2. You go around in a circle and everybody says their hopes and fears
Help for the next session days
Another question that is important for the groups self-awareness is to check out who can help
with what and who needs help in what fields.
Go around in a circle and let them say where they could help and where they think they need
help.
Moves back to debriefing golden rules
After hopes and fears session it can be useful for the committee to set up golden rules,
reminders or things WE ALL agreed on for the session. You will put them up in your
committee room and they will be the connection between committee work and teambuilding.
End of teambuilding joined games
1. Viking, Cows, Toaster, Elvis, Elephant, Skunk, Birds
2. Giants, Wizards, Dwarfs
3. Zulu Dance
What you take out of teambuilding

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Knowledge of the individual (Name, preferences, difficulties

How does the individual work in the group
How does the group work

Obstacles: e.g. keeping timeframes, respect for rules cheating, frustration...

Remember the debriefing sessions!

Committee Work
Before you start
Check the committee room if everything you need is there.
You have to know:

Knowledge you took out of teambuilding

How much time do they have, when are the deadlines

Things you researched on the topic

Confidence and knowledge of the chairs training

The ability to RELY ON THE POWER OF THE GROUP

The room
The room and the position of the chairs will influence the discussion. You have to be aware
and to use this tool. Usually organisers put a lot of work and lifting into arranging your room
in a class room like way. CHANGE THAT!
Possible positions and effects
With or without desks. Be aware that people tend to hide behind desks. Desk can be useful,
but dont have to be.
If you move them to the sides of the room, be aware that there is enough space to breathe if
you work in a small committee room. Stack the desks and not used chairs if needed.

Half circle (open to the chair and white/blackboard or flipchart; useful in the
beginning and for grouping)

Half circle only with board (little space for you to squeeze in)

Circle

Little groups
Before you start brainstorming
Have the correct version of the question ready. Have it written in English and French on the
Board. Make sure everyone understands all the words. DONT LET THEM START GIVING
OPINIONS
Brainstorming
You use brainstorming to get all the ideas from all the delegates together.
JUST IDEAS, NO DISCUSSION, CRITICISING, INTERRUPTING (see Attached rules of
Brainstorming)
The traditional way
3-5 Pieces of paper (or post-its) for every delegate. Give them 5-10 minutes to write down
their ideas concerning the topic.
Let everyone read out their points and put them on the floor or on a board. Sometimes they
group them automatically, but DONT START GROUPING!
STILL NO DISCUSSION
Clarify words.

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Or
Or you can let them write words and ideas on a board of big piece of paper, cut if afterwards or
put numbers to each idea.
Or you appoint one writer and who writes the ideas on the board that flow out of
brainstorming.
There are a lot of ways to brainstorm, choose the one you think is best for the group.
If the delegates know the French words expressing their ideas, let them add them on their
sheet.
Grouping
Before you start discussion
Put up the golden rules, reminders or things WE ALL agreed on on the wall. Perhaps
translate them into French.
Ask them to set up a timeframe for each group.
Discussion
Set the rule to always discuss about the topic and never on a personal level.
Make sure they work as a team and see obstacles as a challenge they can only overcome
together.
Tick off done stuff, DONT LET THEM MOVE BACK, ONCE THEY HAD A
CONSENSUS
Try not to intervene too much. Let them go, but be ready to jump in.
Subgroups
At some point it might be useful to divide delegates into subgroups. Make sure everyone
agrees to do that. It might be easier to reach an agreement in a subgroup, but be aware that
the subgroups have to report to the group and that the group might not agree and starts a new
discussion.
General rules
In general encourage unconventional ideas. The resolutions should have content and founded
unusual arguments.
Try to keep them from inventing new bodies to do and control whatever. That is the easy way
out. Have them use existing structures, improve them.
Sum-up
Summing up is essential to reach an agreement. After some time ask a delegate to sum-up or
sum-up yourself. If some of your delegates dont speak English well enough to follow and
understand, sum-up in French.
Summing-up helps:

Getting an overview

Leading the discussion in another direction

Write down the points that the committee agreed on
Games during Committee Work
For various reasons (e.g. tiredness, conflicts etc.) you might need to introduce a game to the
group. It is up to you to decide whether this should be a new game or something that worked
really well during teambuilding.

Darling I love you, but I just cant smile

Zip, zap, zop
Fruit Salad (useful if you want to change the seating order)

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Human Knot
Vikings
Get hot under the shower
Group Massage
Football Game
Famous Name on forehead

Obstacles during Committee Work

Quiet delegates
How is it in your country? What do you think?
Voting
Voting is a least and if possible to use option. Sometimes delegates suggest to vote. This is the
moment for you to jump in. Is there a partial consensus? What could we agree on?
Try to avoid juxtapositions. Unless the vote is unanimous it is not the best way out of an
argument.
Check the delegates attitude based on the experiences you made during teambuilding.

Who is frustrated, why?

Who is full of enthusiasm?

Are they happy with the way things go?

Who is sleeping dropped out of discussion, why?

Who is caught in an argument?

Different levels of preparation
Some national committees have national selections. Delegates are already comfortable with
EYP procedures, techniques and others arent. Use them as a resource. Ask them to explain
something, to guide, etc.
Some delegates did more research on a topic and have more knowledge. For them many
agreements might be too superficial. Use them as a resource too. Ask them for information or
encourage others to ask them.
Different language levels
Official languages of the EYP are English and French. Still you can use every language to make
people understand different points. During Teambuilding delegates are made aware of the
different languages and backgrounds and will help the others during committee work. If they
dont encourage them.
If you have for example a French speaker who only knows basic English, sum-up in French
from time to time and have another delegate who is fluent in both languages sit next to him or
her.
Conflicts
Every discussion includes different points of view and conflicts are part of the process to
produce a good resolution.
Make sure delegates communicate. Remind them of the practical and not personal level of
discussion. Encourage a common way. Make delegates see and understand another point of
view (e.g. if there is a juxtaposition, let them change roles)
In the worst case the conflict is not resolved easily. Sit down with the whole committee and
talk it out. Write down the pros and cons. Check out if all the delegates are on one side or on
the other. Let them propose different solutions.
Make sure people dont get frustrated and tired. At some point you should be able to reach a
compromise.
If it is a yes or no question and there is just the one way or the other and the committee seems
to fall apart maybe suggest to not include the point in the resolution.
TRUST THAT THE COMMITTEE FIXES ITSELF and that the measures you take will show
effect
Delegates, Time,
Point to the golden rules

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Unpunctuality
A lot of time is lost, if delegates and chairs are not on time. Set up reasonable break times. Ask
them how much break time they thing they need. To increase punctuality make them for
example sing a song if they are late and delegates will try better to be on time.
Phrasing
During phrasing subgroups are really useful. Divide the notes for the clauses, make sure that
native speakers are divided equally in the subgroups.
Come back to the whole committee and go over all the clauses. Make sure everyone
understands the phrases and that they mean what was discussed and agreed on.

General Assembly
Preparation
The better you prepare your committee for GA, the better the discussions will be
Go over the GA procedure for an international session.
Procedure
General rules
The wish to speak is indicated by raising the committee placard.
The authority of the board is absolute and delegates are asked to respect the presidents
decisions in order to facilitate the smooth running of the GA.
Procedure and time settings
3 minutes to present the motion for a resolution (operative clauses, friendly amendments)
Amendments to be handed in 1 hour before the resolution in question
1 minute to present and defend
1 minute to attack
3 minutes to debate
Vote by show of hands (in case of doubt voting)
3 minutes to defence speech
3 minutes time to attack the motion of the resolution
Points of information (have priority over other points)
40 minutes general debating time
3 minutes to sum-up the debate (1-2 speakers from the committee)
Voting procedure
Announcing the votes is always a way to use French and to wake up delegates with some new
ideas, still, the proper way to announce the votes is:
... in favour
... against
... abstentions
... delegates absent

... en faveur
... contre
... abstentions
... delegues absent

Point of information
Request for a brief explanation of the meaning of specific words and abbreviations

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Points of personal privilege
Request for a delegate to repeat a point that was inaudible
Point of order
A delegate feels that the board has not properly followed Parliamentary procedure
Your resolution
Let them decide who wants to do what

Read out the clauses

Defence speech

Answers during the debate

Sum-up the debate

Before you let them decide and work individually on each task, give them a short introduction
into rhetoric based on the rhetorical training for the committee work:

Remember TALK AND LISTEN

Talk to the GA, eye contact with delegates
Stand on both feet BREATHE
Ground your voice it comes from the pelvis

The other resolutions

Points during GA
Use index cards or paper to write down your point.
Follow the discussion and react to the other points, dont merely just state your opinion
Attack speeches
Attack speeches should really have a point and be a start for discussion, dont let them merely
say I dont like this or that arguments have to have a reason.
Attack speeches have to stay in the time limit! Possibly give another attack speech (if there is
one) space.
Members of the Board
You are chairs that have experienced quite some GAs, still there is a difference sitting on the
board, apart from not falling asleep and not being with your committee all the time.
First of all you have to know the GA rules by heart and be able to apply them!
Please read the attached rules.
Make a list of how often Committees participated. Encourage not participating committees
(they might be asleep).
Rely on that list if you have to choose out of a lot of committees that want to participate or
attach a resolution.
Some phrases that might help you:
May I ask the blue bear committee to present their resolution.
I ask the blue dot committee to present
to respond
to sum-up
May I ask you to come to an end.
Could you please conclude.
You have 5 seconds.
I give the floor to open debate.
Environment youve been recognised.
Dont eat the microphone.

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I ask the chairs not to collect the votes.
Games
Before absolutely every is asleep or drifted of in thoughts and none of your oral
encouragement changed the situation it is time for a game. Same thing like in teambuilding,
but with more people, be energetic and wake them up, it works.
Useful games are:
Mexican Wave
Storm (Hands, Index fingers, Snap fingers, clap, Feet) in reverse order

Literature
Eklund, Ulrika & Britt Stakston: Kreativa mten en handbok fr lyckade mten, LSU, 2001.
Gottschalk, Christoph: Chair-Training-Guide, for the Weimar session 1999.
Hunter, Dale, Bailey, Anne, Taylor, Bill: Zen of Groups : A Handbook for People Meeting With
a Purpose, Fischer Books, 1995.
Robson, Mike, Beary, Ciarn: Facilitating, Gower Publishing Limited, Vermont, USA, 1996.
Ros, Jay: Erfolgsgeheimnis Teambuilding, Ein Team bilden, die Motivation steigern,
Arbeitserfolge sichern, Falken Verlag, Niederhausen, 1995.

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The clauses
Introductory Clauses
Affirming
Alarmed by
Approving
Aware of
Believing
Bearing in mind
Confident
Contemplating
Convinced
Declaring
Deeply concerned
Deeply conscious
Deeply convinced
Deeply disturbed
Deeply regretting
Desiring
Emphasising
Expecting
Expressing its appreciation
Expressing its satisfaction
Fulfilling
Fully alarmed
Fully aware
Fully believing
Further noting
Further recalling
Guided by
Having adopted
Having considered
Having examined
Having heard
Having received
Having studied
Keeping in mind
Noting with regret
Noting with satisfaction
Noting with deep concern
Noting with approval
Observing
Realising
Reaffirming
Recalling
Recognising
Referring to
Seeking

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Taking into account

Taking into considering
Taking note of
Viewing with appreciation
Welcoming
Operative Clauses
Accepts
Affirms
Approves
Authorises
Calls
Calls for
Calls upon
Condemns
Congratulates
Confirms
Considers
Declares accordingly
Deplores
Draws attention to
Designates
Emphasises
Encourages
Endorses
Expresses its appreciation
Expresses its hope
Further invites
Further proclaims
Further recommends
Further reminds
Further resolves
Further requests
Has resolved to
Notes
Proclaims
Reaffirms
Recommends
Regrets
Solemnly confirms
Strongly condemns
Supports
Trusts
Takes note of
Transmits
Urges

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Clauses dintroduction
Affirmant que
Alarm par
Sachant que
Croyant que
Dclarant que
Profondment concern
Tout a fait conscient
Tout a fait convaincu
Profondment troubl
Regrettant vivement
Desirant
Insistant sur
Pensant que
Exprimant son accord
Exprimant sa comprhension
Etant tout fait au courant de
Etant profondment alarm
Guid par
Ayant adopt
Ayant considr
Ayant examin
Ayant tudie
Ayant reu
Ayant entendu
Se souvenant de
Remarquant avec plaisir
Remarquant avec regret
Observant que
Ralisant que

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Reconnaissant que
Prenant en considration que
Tenant compte de
Clauses daction
Accepte
Affirme
Autorise
Appelle
Fait appel
Condamn
Flicit
Confirme
Considre
Dclare dun commun accord
Dplore
Attire lattention sur
Dsigne
Insiste sur
Exprime son apprciation
Incite
Remarque
A rsolu
Regrette
Fait confiance
Transmet
Prend note
Demande
Soutient

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Useful Debating Phrases

The following phrases give you options to I think and But phrases and will definitely
improve your debating technique.
Giving your opinion and point of view
As I see it,...
In my view/opinion
From my point of view...
(Personally) I believe, I feel...
I have to add, I have to say
It seems to me that...
As far as I am concerned...
Id just like to say...
If you ask me...
Im convinced that...
I consider...
Expressing probability
..will/may/might/could well...
I expect (that)...
Its (quite) possible, probable likely, not unlikely ...
Maybe/perhaps/probably...
It looks, seems quite possible that...
I should not be surprised if...
It looks like/as if...
I think you can be sure that...
You can be sure...
There is a good chance (of)...
I bet/assume/reckon/believe...
Surely...
I think there is every possibility that..
We/One cant rule out/exclude the possibility...
There is always/certainly the possibility (of)...
IT is more tan likely/probable that...
... is/are bound to...
Expressing improbability/doubts
Id be surprised (if)...
I dont expect...
I all probability, ...
... (just) wont/cant...
I does not look as though...
There is no way...
I can not believe
It is not reasonable/sensible to expect/assume that...
It would not be sensible/wise to expect/assume...
Im not really/too sure...
Theres some doubt on my mind about/concerning...
Im not at all convinced that/about...
Its not at all certain that...
Theres (surely) still an element of doubt about...
Asking for a persons point of view
What do you feel about...?
What about...?
How is the situation in your country?
I think..., what do you think?
How would you react to/if...?
... wouldnt you say?

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..., dont you think so?
Dont you think...?
Taking up a persons point of view reacting to it
I absolutely agree with, that ...
I agree with ... to a certain extent.
Do you really think...?
Is/Isnt it possible that...?
On the other hand...
Seen from another angle...
Look at think point of view...
Well, I think of it this way...
But look at it like this...
If you see it in another light...
There are other things to consider too, for example/for instance...
I wonder if you have taken everything into account/consideration, for example...
Lets look at the whole picture...
I respect your opinion/view, however may I suggest that...
During GA delegates might raise the point...
Taking up a persons point of view and criticising it
Do you mean to say that...?
Youre absolutely sure/quite sure about ...?
Perhaps I misunderstood, but are you absolutely sure/quite sure about ...?
Forgive me, but are you absolutely sure/quite sure about ...?
Let me verify...?
Are you certain about that...?
To be quite/perfectly frank/honest...
With all my due respect...
If I may say so...
Giving reasons
You see...
Let me explain...
But the point is...
Well, the thing is, ...
Its like this...
As far as I know...
After my research...
Look at this case...
As I see it this is right/justified due to the following reasons...
I believe ... is right/justified in saying/suggesting that...
Expressing conviction - Agreeing
I am fairly/quite/absolutely sure/certain ...
Absolutely/certain/positive.
True enough.
Thats quite true/right.
Thats just what I was thinking.
How true.
I absolutely/entirely agree...
Too true.
Exactly/definitely/absolutely/quite...
Well, this is it/thats it...
Thats exactly my own view.
I agree entirely.
I dont think anyone could agree (with)...
Ive no doubt about...
I dont think there can be any doubt that ... /about...
There is not doubt in my mind that... / about...
There cant be any doubt that.../ about...
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... must have...
Surely not, I mean...
Personally I tend to agree with...
Partially agreeing
I see your point, but/still...
I see what you mean but/still...
There is a lot in what you say, but...
I couldnt agree more, but...
Thats one way of looking at it, but...
Thats all very well, but...
I take your point, maybe we should consider...
Disagreeing
As a matter of fact...
Im not at all sire that...
Actually, I think...
Thats not the way I see it...
I cant help thinking...
But isnt it more a matter /question of...?
But doesnt it have more to do with...?
I just cant say that I share your view of...?
I see things rather differently myself... let me explain...
Giving an example
(Take) ... for instance/foe example
... such as/like...
Look at...
Let me take an example...
To illustrate this point, compare...
What I mean ...
Let us look at...
An example of this would be...

Expressions de dbat
Donner son avis
Moi, personnellement je pense que...
Si je peux exprimer mon avis personnel...
Pour ma part, il me semble que...
A mon avis...
Je suis convaincu que...
Je suis persuad, certain, sr que,...
Telle est du moins ma conviction
Approuver
Jallais dire exactement la mme chose.
Je suis tout fait daccord avec vous.
Cest justement ce que je voudrais dire.
Souligner
Si vous le permettez, je voudrais signaler, ce propos que...
Jaimerais souligner ce propos que...
Au sujet de/quant , jaurais quelque chose souligner/prciser
En ce qui concerne..., jaimerais apporter une prcision
Un mot seulement pour rappeler que...
Juste quelques remarques propos de (au sujet de)...

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Demander une explication
Je voudrais poser une question au sujet de...
Jaimerais avoir des prcisions sur...
Juste une question au sujet de (concernant, propos de)...
Une dernire question, si vous le permettez, propos de...
Vous avez dit que... cela signifie-t-il que...?
Si je comprends bien, daprs vous...
Mais que voudriez vous dire par/quentendez-vous par... ?
Javoue de ne pas bien comprendre...
Je ne vois pas quel rapport peut-il y avoir entre... et...
Je ne vois pas du tout pourquoi...
Faire lobjection/Objecter
Vous avez tout fait raison de souligner/de rappeler/dinsister sur ... mais comment
expliquer...
Si jai bien compris vos paroles...
Si jinterprte bien vos propos...
Mais dans ce cas (alors) comment expliquer...
Je regrette de devoir rappeler que... ne suffit pas.
Sil est certain/vrai/exact que..., il faut tout mme noter que

EYP-Finland ry
http://www.eypfinland.org/

Page 17 of 17

European Youth Parliament

Parlement Europen des Jeunes