Dedication

In Honor and in Memory of Wayne Conner

Early in my pastorate at the Enon Baptist Church in Roanoke, Virginia, deacon Wayne Conner asked me to stop by his insurance office some time and have a talk.

When we sat down for that conversation, he explained. I grew up in a church in which one man had money and power and he always had to get his way. I just want you to know that I'm the single largest giver to our church, and I'm involved in several ways. But I don't want to be like that man. It's my hope that you and the church will always treat me like anybody else.

With that, his purpose in asking me to stop by had been accomplished. For a few more minutes we talked about our families, hobbies, and other things about the church.

He was true to his word. We didn't always see eye to eye but he continued to give and to be involved.

I don't recall Wayne ever having much to say about Robert's Rules of Order, but even then in my early thirties I saw clear parallels between Wayne's spirit of humble fairness and the rules that Robert drew up. He wanted to participate as one among equals.

I'm grateful to have had the privilege of serving as Wayne's pastor.

Preface

I perceived a need among the people that I know and the congregations that I've served, to gather in one place the briefest possible explanations of the most basic rules in Robert's Rules of Order (hereafter referred to as RRO). This book is an attempt to speak to that need.

We want to provide answers to two questions. First, what overarching aims and principles are these rules founded on? Second, what are RRO's most essential rules, stated most simply and plainly?

Ideally this short treatment will not only provide brief answers to those two questions. It also aims to prompt some to purchase the latest edition of RRO and become students of it. For that reason the second section, The Most Essential Guidelines, pages 10–22, are outlined according to the Table of Contents in RRO, Twelfth Edition. This is an introductory treatment and makes no claim to be comprehensive. At some strategic points it is interpretive and not strictly explanatory.

This book is prepared with the traditional Baptist church in mind: a group of people who make their own decisions, who practice congregational government, or what RRO calls a deliberative assembly.

Dozens of books summarize RRO, reorganize its ideas in brief and simple fashion, or attempt to explain it more understandably. Any or all of those works may be helpful to the student of RRO. This book's distinctive features are that (1) it uses Baptist terminology in a few cases in place of RRO's terms (example: herein we refer to the moderator rather than to the chair or to the presiding officer; also to discussion rather than debate); (2) it frequently summarizes large sections of RRO with short paragraphs (example: section III, page 12 on motions); and (3) it barely and briefly mentions some sections of RRO that may be important in some situations (example: section XVII, page 21, on mass meetings).

Clarity and brevity are important goals herein. The latest editions of RRO are approaching 700 pages. It will be essential therefore for us to discuss primary concerns and to leave unmentioned much that is significant.

We might think of today's vehicles. Few drivers understand or use all the buttons, gadgets, and computer capabilities of a car bought this year. Still, many are good drivers without a truly thorough understanding. Similarly, few church members use or even understand all the rules on RRO's several hundred pages. Still, many can be good at participating responsibly in those church business meetings. We may compare Robert's 700 pages to the huge manual that the auto dealer's mechanics have on your car, and we may compare this book to the owner's manual in your car's glove box. The first is exhaustive and thorough, like RRO; the second is more practical, like this book.

For those who practice congregational rule, these pages will encourage appropriate participation in church business meetings or other group decision making processes. This is a very brief treatment, offered in the hope that it will be a catalyst for further study of RRO.

How to Use This Book

This book is designed for a clearly defined niche: those who desire to see their congregation take a most basic step toward utilizing RRO.

In many different types of situations it will be helpful for groups to study and discuss this book. Individuals who want a beginner course or a first level refresher course will also find it helpful. When individuals attend classes or informally discuss participation in church life for the first time, the matters discussed herein will be excellent preparation for their responsible leadership in the future.

For Beginners, pages 6–9, gathers the guidelines for moderators, clerks, and those in three other roles.

The Most Essential Guidelines, pages 10–22, presents some of RRO's most basic guidelines in very concise form.

Further Explanations, pages 23–32, explains several miscellaneous guidelines.

Appendices, pages 33–41, presents information for other specific situations.

Index, pages 43–46, refers to those pages on which readers may find mention of any of about 170 topics or subjects.

This is an entry–level approach. That is especially true in the For Beginners section. The book will be useful in those congregations that are choosing RRO for the first time as their guide to decision making procedures. It may be equally useful to those congregations whose constitutions call for business meetings to be conducted according to RRO but do not actually do so. Every church needs individuals who are appreciative of RRO and who are students of it.

This book is outlined according to the twelfth edition of RRO. For example, section VIII. Incidental Motions, page 15, herein corresponds to RRO's section VIII. Incidental Motions. Hopefully, that arrangement will prompt the reader to go to the actual RRO often to understand the rules in more sufficient detail.

Table of Contents

Dedication vii

Preface viii

How to Use This Book x

Table of Contents xi

Introduction 1

For Beginners 6

A. Participating in Discussion 6

B. Making a Motion 7

C. What a Moderator Does 7

D. What a Clerk Does 8

E. Presenting a Report 9

F. What a Parliamentarian Does 9

The Most Essential Guidelines 10

I. The Deliberative Assembly 10

II. The Conduct of Business in a Deliberative Assembly 11

III. Description of Motions 12

IV. Meeting and Session 12

V. The Main Motion 12

VI. Subsidiary Motions 13

VII. Privileged Motions 14

VIII. Incidental Motions 15

IX. Motions that Bring a Question Again Before the Assembly 16

X. Renewal of Motions; Dilatory and Improper Motions 17

XI. Quorum, Order of Business, and Related Concepts 17

XII. Assignment of the Floor, Discussion 18

XIII. Voting 19

XIV. Nominations and Elections 20

XV. Officers; Minutes and Officers' Report 20

XVI. Boards and Committees 21

XVII. Mass Meetings; Organization of a Permanent Society 21

XVIII. Bylaws 21

XIX Conventions 22

XX Disciplinary Procedures 22

Further Explanations 23

G. Why All These Rules? 23

H. The Function of Leadership 24

I. When the Rules are Unclear 25

J. Presenting a Committee Recommendation 26

K. When You're Right, but Still are Outvoted 27

L. Adjourn Before Rambling Conversations 28

M. Own Your Opinion 28

N. Courtesy and Conflict 29

O. Building Consensus 30

P. Electronic Meetings 31

Q. Improving Decision Making Processes 31

Appendices 33

R. A Portion of a Business Meeting Done Right 33

S. Ten Commandments for Business Meetings 37

T. Governing Documents 38

U. Need to Know More? 40

V. The Blind Men and the Elephant 41

Index 43

Other Books by Ray Frazier 47

Introduction

General Henry Martyn Robert (1837–1923) was an engineer, a Baptist, and a military man. As the Army Core of Engineers moved him about the country he always involved himself in local churches when that was possible. He observed that many good congregations and many well–meaning Christian people spent more time deciding how a decision should be made than they spent in actually making the decision.

He therefore assembled some rules, using as his resources, British Parliament rules, some writings of Jefferson, and others' writings. He saw his book through four editions. His family established a trust to continue the work after his death. The Robert's Rules Association is made up of some of his descendants, and that organization oversees new editions, the latest at this writing being the twelfth.

Christ has given us the spirit in which to make decisions, and in that spirit Robert has given us workable rules whereby we can make decisions decently and in order.

Robert's basic aims were: (1) to draw up decent and orderly procedures for decision making in any group of equals [a deliberative assembly], (2) to establish the right of the majority to prevail, and (3) to establish the right of the minority to be heard. These three aims together may be considered the foundation that supports RRO. The rules are built on this foundation; they are the logical outgrowths of these three aims.

We must take note of the fact that RRO is of no use to some groups. That is not a criticism either of RRO or of those groups. When the owner of a small company calls her employees together for a meeting, they are not equals. She's the boss. They are not a deliberative assembly. She may listen to them politely but she has the only deciding voice in matters before the company. When the coach calls time out in the middle of the game to talk with his players, they are not equals. He's the coach. They are not a deliberative assembly. To these two and other groups, RRO is of less use. Readers will find that most of the statements on these pages apply only to what Robert called deliberative assemblies.

When two conditions prevail, RRO most often works very satisfactorily. The first is that the congregation must approve and call for fair procedures among equals. The second is that individuals must trust decisions to the congregation. These two conditions are essential.

Often our failures in business meetings are not due to any overwhelming difficulties, but to our inability to deal successfully with differences of opinion in humble and respectful ways. For a group of any size in which all are equals, no better set of guidelines has been found than RRO.

Principles: Fairness, Humility, Courtesy

Robert believed in Christian fairness. One significant reason for his book going to 700 pages is his insistence on being fair and impartial toward every individual. For example, the minority has the right to be heard but is not given the right to subvert the will of the majority. In any and in all circumstances, Robert attempted to draw up rules that ensure fairness.

We see fairness exemplified in the Jerusalem conference in Acts 15. The church had a heavy decision to make, with prominent voices on each side. For two millennia it had been a nearly unquestioned requirement that a man had to be circumcised in order to become a Jew. Some wanted to carry that requirement over into Christianity; some did not. Luke did not record any effort by any individual or any group to make the decision and exercise authority over others. Rather, Jerusalem being the Christian movement's home church so to speak, all the apostles and elders were invited to a meeting there to discuss and decide the issue. It is instructive to us to note that advocates of both sides spoke ;freely. Luke's record in Acts 15 reflects a respectful and honest sharing of opinions. Before the decision was actually made, James was the last one to speak. He said in my judgment . . . (Acts 15:19). He did not assume an attitude or spirit of authority, or of anger, or of frustration. In mature Christian fashion he shared in a way that we do well to imitate when we have decisions to make in our groups. The Jerusalem conference was a fair meeting.

Robert believed in Christian humility. We see in 1 Peter 5:5 one spiritual value that is reflected throughout the whole of RRO: all of you, clothe yourselves with humility toward one another" (NIV). In other words, in the decision making process we are not to exalt ourselves either by tone of voice, by citing our superior credentials, or in any other way. Each of us is to have and demonstrate humility by subjecting ourselves to the group. The moderator and other major leaders are the ones in key positions to model this humility. We can hardly do better than to recall frequently James' words in the previous paragraph: in my judgment. RRO's rules are the best; but even the best rules require humble leadership if they are to be effective.

Robert believed in Christian courtesy. He was a gentleman, and when groups of people had controversial decisions to make, he saw no reason for any to cease to be a courteous gentleman or gentlewoman. The moderator is primarily responsible to model and to call for courteous behavior. Anything the moderator says can be said in a manner that is more courteous or less courteous, more cutting or less cutting. The same holds true for everyone who speaks at all in the decision making process.

Daniel had an excellent spirit (Daniel 6:3): he was courteous. He was sentenced to death, but after all was said and done, he prospered (Daniel 6:28). So, in the most dangerous and the most hopeless situations, God honors courtesy.

We must differentiate between passive apathy and active courtesy. They may look identical at first. We must understand that there are courteous ways to ask a question or take an unpopular position on a matter. Those who have this understanding must help the rest of the congregation to see these questions and unpopular positions not as problems, but as sources of greater strength and wisdom for the congregation as a whole.

We are made in such a way that whenever there is a difference of opinion we have an immediate temptation to become pushy, rude, insensitive to others and their opinions. Especially in those times we need to make an extra effort to be courteous. Robert provided for us procedures that are courteous and honorable, and we are wise to let our decision making processes be guided by those procedures.

Let all things be done decently and in order

(1 Corinthians 14:40 KJV)

All of you, be subject to one another.

(1 Peter 5:5 KJV)

This book is clearly written and very practical. This is a must read for anyone in a church (Baptist or otherwise) that uses congregational polity. I also recommend this book for anyone in a Baptist Association or Network.

Roy Smith, Director of Missions
Wilmington Baptist Association, Wilmington, North Carolina.

Ray Frazier has provided a much-needed primer for Baptist churches and any group that utilizes Robert's Rules of Order in decision-making.

Most Baptist congregations state in their governing documents that they are guided by RRO, but few of them actually follow it accurately. As a result, RRO is often ridiculed and cries are heard for an alternative form of making group decisions. This book, utilizing a Scriptural foundation and a thorough appreciation for congregational polity, explains how RRO, executed properly, allows congregations and other groups to follow an effective decision-making process in which all members are equal, the majority has a right to prevail, the minority has a right to be heard, and all participants conduct themselves with fairness, humility and courtesy.

I can't think of a more helpful tool for the challenging and sometimes contentious times in which we live and serve.

Dr. Larry Hovis, Executive Coordinator
Cooperative Baptist Fellowship of North Carolina

Robert's Basics for Baptists

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