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WORLD MEDICAL ASSOCIATION
\nCOUNCIL AND COMMITTEE CHAIR
\nORIENTATION GUIDE
\nWMA Chairpersons Orientation Guide page 2
\nThis booklet was developed to assist new Council and Committee Chairs to understand their
\nrole as leaders and provide important information regarding procedures, process and products
\nof the WMA.
\nGeneral Responsibilities
\nWithin the Organization
\nThe Chair and Vice-Chair of Council, the Treasurer and the President, together with
\nthe three Committee Chairs, constitute the elected leadership of the WMA. They
\nwork all year with the Secretary General to develop WMA\u2019s agenda and make
\ndecisions when the Council is not in session. Throughout the year, Chairs may be
\nasked to:
\n\u25cf\uf020 Assist the Secretary General in developing meeting agendas
\n\u25cf\uf020 Consult with the Secretary General regarding emerging issues on which the
\nWMA should consider taking a position or otherwise addressing publicly
\n(through a press release, participating in or speaking at an international
\nmeeting, etc.).
\n\u25cf\uf020 Make a public statement about a particular issue, based on established WMA
\npolicy
\n\u25cf\uf020 Assess new policy proposals to determine the best initial course of action
\n\u25cf\uf020 Provide input on financial or administrative matters
\n\u25cf\uf020 Collaborate with other WMA officers or National Medical Associations
\n(NMAs) on special projects
\nIn addition to the specific tasks above, Council members \u2013 and Chairs in particular –
\nshould take advantage of opportunities to promote the work of the WMA within their
\nown organizations and beyond. The WMA does not have a large public relations
\nbudget or staff and depends heavily on its members, and especially its leaders, to raise
\nthe public profile of the association. Currently, despite its 70 years of
\nwork, the WMA is sometimes overlooked by the mainstream international health
\ncommunity and is often confused with the World Health Organization \u2013 even among
\nphysicians. Nonetheless, the WMA represents the global medical profession and the
\npotential power of the unified voice of millions physicians should not be
\nunderestimated. Serving as an ambassador for WMA and working to amplify
\nWMA\u2019s voice globally should be among the top priorities for WMA Council
\nmembers and officers. To that end, these individuals can:
\nWMA Chairpersons Orientation Guide page 3
\n\u25cf\uf020 Actively support and distribute WMA positions and policies within their
\nNMAs
\n\u25cf\uf020 Increase the visibility of WMA through
\n– finding opportunities to discuss the work and role of the WMA when
\nspeaking publicly, especially to the media
\n– writing articles for medical journals
\n– encouraging colleagues to view WMA as a resource
\n\u25cf\uf020 Bring to WMA\u2019s attention relevant national or international issues or events so
\nthat WMA can respond either by publicizing its existing positions or
\ndeveloping a new policy.
\nWithin the Council
\nThe WMA Council is the governing body of the association, responsible for
\ndeveloping policy, setting organizational priorities and goals and overseeing financial
\nand administrative functions. During meetings, the key official functions of the
\nChairs are to:
\n\u25cf\uf020 Conduct the business of their respective meetings
\n\u25cf\uf020 Guide the pace and flow of meetings to ensure that agendas are completed
\nwithin the allotted time
\n\u25cf\uf020 Propose working groups and\/or rapporteurs to tackle specific issues or develop
\nrevisions of documents
\n\u25cf\uf020 Assist the Secretary General in preparing meeting reports
\n\u25cf\uf020 Deliver the reports of their Committees to the Council (Committee Chairs
\nonly)
\nWorking Groups
\nWorking groups can be used for many reasons. For instance, one might be formed to
\nrevise a policy document (this is the most common purpose) or perhaps to analyse a
\nfinancial issue and develop recommendations. When the Council or a Committee
\ndecides to refer a matter to a working group, it is the Chairperson of Council\u2019s
\nresponsibility to appoint the members and designate a leader who will coordinate the
\ngroup\u2019s work. Participating on a working group is voluntary. Normally, the Chair
\nsimply asks who would like to be part of the working group and those interested raise
\ntheir hands or respond verbally. In some cases, the Chair may request the
\nparticipation of certain individuals whose special skills or expertise are needed, or to
\nensure specific geographic representation. Working groups are informal and are not
\nnecessarily restricted to Council Members. Advisors and others often participate in
\nworking groups. Sometimes it is a little more difficult to find somebody willing to
\nserve as coordinator, especially for working groups with a task that will take a long
\nWMA Chairpersons Orientation Guide page 4
\ntime or require a lot of coordination. It is very important to ensure that a working
\ngroup has a designated leader and knows exactly what it is being asked to do.
\nDeveloping and Delivering Committee Reports
\nThe Secretariat drafts the Committee reports. The Secretary General will confer with
\nthe Committee Chair during the drafting process if there are questions about actions
\ntaken by the Committee. When the report has been drafted, the Chair will have the
\nopportunity to review it and make any changes necessary to reflect the Committee\u2019s
\nactions. Once the Chair has approved the report, it will be translated and distributed
\nto participants in the three official WMA languages.
\nThe Committee Chair delivers the report orally to the Council at its closing session.
\nWMA Standing Committees use a \u201cconsent calendar\u201d for their reports to the Council.
\nA consent calendar is a mechanism designed to eliminate time-consuming procedural
\nsteps for approving recommendations on items in the report. Instead of addressing
\nthese items one by one – which requires introducing the item, stating the
\nrecommendation, inviting discussion and taking a vote, the Chair asks the committee
\nmembers if they would like to discuss or disagree with any recommendation(s) listed
\nin the report. Items identified for discussion or disagreement are \u201cextracted\u201d from the
\nreport. All requests for extractions will be honoured. Such requests do not require a
\nvote. Items do not need to be identified in any order.
\nThe Chair then asks for approval of all of the remaining recommendations in the
\nreport (the ones that have not been extracted.) The committee votes once to approve
\nall of these items, without discussion.
\nThe Chair then addresses the items that have been extracted. These subjects are dealt
\nwith individually, in the traditional manner.
\nThe following illustrates the operation of a consent calendar:
\nA report lists 10 items with recommendations. One committee member asks that
\nitems numbered 3 and 7 be extracted. Another committee member asks that items
\nnumbered 2 and 9 be extracted. Following these extractions, the committee votes on
\naccepting the remaining recommendations (on items 1, 4, 5, 6, 8 and 10) as a whole.
\nFollowing that vote, the Chair then allows discussion and vote on item 2, then item 3,
\nthen item 7 and then item 9.
\nMiscellaneous
\nChairs may also be called upon to assist with other matters, such as helping to resolve
\nconflicts, working with the Public Relations Advisor, advising or assisting the
\nSecretary General on a variety of subjects, meeting or dining with special guests from
\nthe host country, etc.
\nWMA Chairpersons Orientation Guide page 5
\nSpecific Responsibilities of Each Chair
\nChair of Council
\nBetween Council Sessions
\nThe Chair of Council is the most active WMA officer between Council Sessions. The
\nSecretary General will maintain regular contact with the Chair in order to:
\n\u25cf\uf020 Report progress on financial, administrative and policy matters
\n\u25cf\uf020 Seek advice and\/or approval to take action on specific issues
\n\u25cf\uf020 Request assistance in developing agendas and work plans
\nThe Council Chair also serves on the following special committees:
\n\u27a2\u27a2\uf020 Executive Committee: This committee is an advisory committee established
\nto assist the Secretary General on various matters, usually that arise in
\nbetween meetings. The other members of this committee are the Vice-Chair
\nof Council, the Treasurer, and the Chairs of the three Standing Committees.
\nThe President-elect, President, Immediate Past President, Legal Advisor and
\nthe Secretary General are non-voting members of this committee.
\n\u27a2\u27a2\uf020 Sponsorship Advisory Committee: This committee was formed to assist the
\nSecretary General in applying guidelines for corporate relationships (grants
\nand sponsorships). The advisory committee must approve all grants. The other
\nmembers of this committee are the Finance and Planning Committee Chair,
\nthe Medical Ethics Committee Chair and the Treasurer.
\n\u27a2\u27a2\uf020 CEO Review and Reimbursement Committee: This committee was formed to
\nreview the Secretary General\u2019s performance and recommend compensation
\nactions. The other members of this committee are the Vice-Chair of Council,
\nthe Treasurer, and the Chairs of the three Standing Committees.
\nDuring Council Sessions
\nThe Council Chair is the presiding officer of the WMA Council. He\/She is
\nresponsible for:
\n\u25cf\uf020 Conducting the business of the meeting
\n\u25cf\uf020 Responding to requests, concerns and suggestions of Council members (both
\nduring and between daily sessions)
\n\u25cf\uf020 Assisting the Secretary General in developing Council minutes
\nWMA Chairpersons Orientation Guide page 6
\n\u25cf\uf020 Receiving reports from the Secretary General, Treasurer and Committee
\nChairs
\n\u25cf\uf020 Advising the Secretary General on meeting-related matters
\n\u25cf\uf020 Appointing working groups for Council and its committees
\nAt his or her discretion, the Chair may delegate any of these responsibilities to the
\nVice-Chair.
\nThe Chair and Vice-Chair are elected from the Council membership. They retain their
\nfull voting rights in the Council. They are also ex-officio members of all three
\nStanding Committees with full voting rights.
\nDuring General Assembly Sessions
\nThe Council Chair presides at all plenary sessions during the WMA General
\nAssembly. (The WMA President is responsible for all ceremonial and social sessions
\nand the Scientific Session.) The Chair\u2019s responsibilities include:
\n\u25cf\uf020 Conducting the business of the General Assembly
\n\u25cf\uf020 Presenting the report of the Council to the General Assembly
\n\u25cf\uf020 Conducting the election for WMA President
\n\u25cf\uf020 Responding to requests, concerns and suggestions of delegates (both during
\nand between daily sessions)
\nFinance and Planning Committee Chair
\nBetween Council Sessions
\nThe Secretary General, Treasurer and Finance and Planning Committee Chair work
\ntogether throughout the year to manage fiscal matters. In general, day to day financial
\nissues are handled by the Secretary General and the development of the annual WMA
\nFinancial Statement is the responsibility of the Treasurer and the Secretary General.
\nThe main responsibility for the Finance and Planning Committee Chair when the
\nCouncil is not in session is to be available to advise and assist the Secretary General
\nand Treasurer. For instance, the Chair will collaborate on issues such as budgeting,
\nfinancial policies and potential conflicts of interest. The Chair usually meets with the
\nSecretary General and the Treasurer before each Council Session to review the
\nfinancial documents and to ensure that he or she is familiar with their contents and
\nany other pertinent issues related to the WMA finances.
\nThe Finance and Planning Committee Chair also serves on the following special
\ncommittees:
\nWMA Chairpersons Orientation Guide page 7
\n\u27a2\u27a2\uf020 Executive Committee: This committee is an advisory committee established
\nto assist the Secretary General on various matters, usually that arise in
\nbetween meetings. The other members of this committee are the Vice-Chair
\nof Council, the Treasurer, and the Chairs of the three Standing Committees.
\nThe President-elect, President, Immediate Past President, Legal Advisor and
\nthe Secretary General are non-voting members of this committee.
\n\u27a2\u27a2\uf020 Sponsorship Advisory Committee: This committee was formed to assist the
\nSecretary General in applying guidelines for corporate relationships (grants
\nand sponsorships). The advisory committee must approve all grants. The other
\nmembers of this committee are the Council Chair, the Medical Ethics
\nCommittee Chair and the Treasurer.
\n\u27a2\u27a2\uf020 CEO Review and Reimbursement Committee: This committee was formed to
\nreview the Secretary General\u2019s performance and recommend compensation
\nactions. The other members of this committee are the Chair of Council, the
\nVice-Chair of Council, the Medical Ethics Committee Chair, the Socio-
\nMedical Committee Chair, and the Treasurer.
\nFrom time to time, the WMA will undertake a strategic planning process. This may
\nbe done during a regular Council session or a special ad-hoc Council meeting might
\nbe convened. Alternatively, the process may take place between Council sessions
\nand involve only a few selected officers or advisors who are instructed to develop
\nrecommendations for the Council to consider. Each process is different, however the
\nFinance and Planning Committee Chair always plays a key role in these planning
\nevents.
\nDuring Council Sessions
\nThe Finance and Planning Committee Chair presides at all meetings of the Finance
\nand Planning Committee. He\/She is responsible for:
\n\u25cf\uf020 Conducting the business of the meeting according to the agenda
\n\u25cf\uf020 Responding to requests, concerns and suggestions of Committee members
\n(both during and between daily sessions)
\n\u25cf\uf020 Assisting the Secretary General in developing Committee reports
\n\u25cf\uf020 Delivering the Committee report to the Council
\nWMA Chairpersons Orientation Guide page 8
\nSocio-Medical Affairs
\nBetween Council Sessions
\nThe Socio-Medical Affairs Committee Chair works throughout the year with the
\nSecretary General to develop meeting agendas, evaluate new policy proposals as they
\nare submitted and respond to important issues as they arise. The Chair should make
\nan effort to be aware of international events and emerging issues related to public
\nhealth, medical economics, and other subjects captured under the umbrella of \u201cSocio-
\nMedical Affairs\u201d.
\nThe Chair of Council, in consultation with the Secretary General, or vice-versa, may
\nrequest the Socio-Medical Affairs Committee Chair to represent or speak for the
\nWMA on specific occasions. All public statements and communications made on
\nbehalf of WMA must reflect current WMA policy and must be approved before they
\nare delivered. Please see the WMA Media Relations Protocol for further information
\non this subject.
\nThe Socio-Medical Affairs Committee Chair also serves on the following special
\ncommittees:
\n\u27a2\u27a2\uf020 Executive Committee: This committee is an advisory committee established
\nto assist the Secretary General on various matters, usually that arise in
\nbetween meetings. The other members of this committee are the Vice-Chair
\nof Council, the Treasurer, and the Chairs of the three Standing Committees.
\nThe President-elect, President, Immediate Past President, legal advisor and the
\nSecretary General are non-voting members of this committee.
\n\u27a2\u27a2\uf020 CEO Review and Reimbursement Committee: This committee was formed to
\nreview the Secretary General\u2019s performance and recommend compensation
\nactions. The other members of this committee are the Chair of Council, the
\nVice-Chair of Council, the Medical Ethics Committee Chair, the Finance and
\nPlanning Committee Chair, and the Treasurer.
\nDuring Council Sessions
\nThe Socio-Medical Affairs Committee Chair presides at all meetings of the Socio-
\nMedical Affairs Committee. He\/She is responsible for:
\n\u25cf\uf020 Conducting the business of the meeting according to the agenda
\n\u25cf\uf020 Responding to requests, concerns and suggestions of Committee members
\n(both during and between daily sessions)
\n\u25cf\uf020 Assisting the Secretary General in developing Committee reports
\n\u25cf\uf020 Delivering the Committee report to the Council
\nWMA Chairpersons Orientation Guide page 9
\nMedical Ethics
\nBetween Council Sessions
\nThe Medical Ethics Committee Chair works throughout the year with the Secretary
\nGeneral to develop meeting agendas, evaluate new policy proposals as they are
\nsubmitted and respond to important issues as they arise. The Chair should make an
\neffort to be aware of international events and emerging issues related to medical
\nethics and human rights.
\nThe Chair of Council, in consultation with the Secretary General, or vice-versa, may
\nrequest the Medical Ethics Committee Chair to represent or speak for the WMA on
\nspecific occasions. All public statements and communications made on behalf of
\nWMA must reflect current WMA policy and must be approved before they are
\ndelivered. Please see the WMA Media Relations Protocol for further information on
\nthis subject.
\nThe Medical Ethics Committee Chair also serves on the following special
\ncommittees:
\n\u27a2\u27a2\uf020 Executive Committee: This committee is an advisory committee established
\nto assist the Secretary General on various matters, usually that arise in
\nbetween meetings. The other members of this committee are the Vice-Chair
\nof Council, the Treasurer, and the Chairs of the three Standing Committees.
\nThe President-elect, President, Immediate Past President, Legal Advisor and
\nthe Secretary General are non-voting members of this committee.
\n\u27a2\u27a2\uf020 Sponsorship Advisory Committee: This committee was formed to assist the
\nSecretary General in applying guidelines for corporate relationships (grants
\nand sponsorships). The advisory committee must approve all grants. The other
\nmembers of this committee are the Council Chair, the Finance and Planning
\nCommittee Chair and the Treasurer.
\n\u27a2\u27a2\uf020 CEO Review and Reimbursement Committee: This committee was formed to
\nreview the Secretary General\u2019s performance and recommend compensation
\nactions. The other members of this committee are the Chair of Council, the
\nVice-Chair of Council, the Finance and Planning Committee Chair, the Socio-
\nMedical Affairs Committee Chair and the Treasurer.
\nWMA Chairpersons Orientation Guide page 10
\nThe Medical Ethics Committee Chair presides over all meetings of the Medical Ethics
\nCommittee. He\/She is responsible for:
\n\uf020 Conducting the business of the meeting according to the agenda
\n\u25cf\uf020 Responding to requests, concerns and suggestions of Committee members
\n(both during and between daily sessions)
\n\u25cf\uf020 Assisting the Secretary General in developing Committee reports
\n\u25cf\uf020 Delivering the Committee report to the Council
\nGeneral Instructions and Information about Chairing WMA Meetings
\nProcess for Moving Through the Agenda.
\n1. Agenda item is introduced by the Chair.
\nWhen appropriate, the Chair should give a brief history and overview of the
\nagenda item. The Chair may decide to have the introduction given by the initiator,
\na proponent or a rapporteur of the specific item.
\n2. Chair opens the item for discussion.
\nIt is often helpful at this point for the Chair to ask for specific proposals regarding
\nhow to proceed. The Chair can list the options for the Committee. The
\nCommittee may decide to
\n\u25cf\uf020 go directly to a vote to approve\/defeat immediately, or
\n\u25cf\uf020 have an open discussion, including evaluation of written comments
\nsubmitted by NMAs
\n\u25cf\uf020 refer the document to a working group or rapporteur to revise and submit
\nbefore the end of the current Council Session
\n\u25cf\uf020 refer the document to a working group or rapporteur to revise and submit
\nfor consideration during the next Council session
\n3. Committee takes action on the item.
\nThe Chair should always repeat the specific motion to take action before
\nproceeding to a vote and explain the implications or possible results of the action.
\n4. Chair summarizes action taken and moves to the next agenda item.
\nOnce all official agenda items have been addressed, the Chair will call for \u201cany
\nother business\u201d and take action on any new items that are introduced.
\n5. Chair Adjourns Meeting.
\nWMA Chairpersons Orientation Guide page 11
\nParliamentary Procedure
\nChairpersons should be familiar with the basic parliamentary procedure used by the
\nWMA. This may be identical to or vary slightly from procedures used in other
\norganizations. Basic rules include:
\n\u25cf\uf020 Participants must be recognized by the Chair in order to speak (\u201ctake the
\nfloor\u201d).
\n\u25cf\uf020 All decisions must be preceded by a motion that states specifically what is
\nbeing proposed.
\n\u25cf\uf020 All motions must be seconded by another member.
\n\u25cf\uf020 After a motion has been made and seconded, the Chair must invite discussion
\nbefore proceeding to the vote.
\n\u25cf\uf020 During discussion, a motion can be made to amend the original motion. The
\nmotion to amend must be seconded. Discussion then proceeds on the
\namendment. Normally, a vote is taken on the amendment before going back
\nto the original motion – unless the amended motion effectively decides the
\nentire original motion. This can all become very confusing for the Chair as
\nwell as the Committee. The WMA Legal Advisor and the Secretary General
\nare knowledgeable about parliamentary procedure and will assist and advise
\nyou whenever you are unsure about what to do next. While the Chair should
\nmake every effort to follow established parliamentary procedure, the most
\nimportant thing the Chair can do is to make certain that everyone knows
\nexactly what has been proposed and clearly understands the language and
\nintent of any motion that is put to a vote.
\n\u25cf\uf020 The Chair should generally allow everyone to speak once before giving the
\nfloor to somebody for a second time. (At WMA, Committee or Council
\nmembers are given precedence over advisors or other participants.) The Chair
\nshould encourage participants to limit their interventions to one per motion.
\n\u25cf\uf020 If the Chair notices that all of the comments seem to agree with one another,
\nhe or she should invite any members with opposing or otherwise different
\nviews to speak. This means that the speakers queue (if there is one) will be
\ninterrupted.
\n\u25cf\uf020 Once the discussion is finished, the Chair should repeat the motion and ask for
\na vote.
\n\u25cf\uf020 Members may vote for or against a motion, or they may abstain from voting
\n\u25cf\uf020 The Chair counts the votes in each category and announces the results to the
\nCommittee.
\n\u25cf\uf020 If a tie vote occurs and the Chair has not cast a vote, he\/she may cast the
\ndeciding vote. If a tie vote occurs and the Chair has cast a vote, the motion is
\ndefeated.
\nWMA Chairpersons Orientation Guide page 12
\nSpecial Considerations for Chairing an international meeting
\n\u25cf\uf020 Speak clearly and slowly. When reading from a document, allow breaks every
\nfew words for interpretation.
\n\u25cf\uf020 Avoid idiomatic language, word play, jokes and innuendo. There is always a
\nrisk that these may be confusing or, even worse, that the jokes offered with
\ngood intentions may actually be misunderstood in a way that offends or
\nembarrasses somebody. It is also uncomfortable when some people are able to
\nenjoy a joke while others do not understand it. Keep the meeting upbeat and
\nfriendly, but be careful with humour. Be ready to step in and re-direct the
\ndiscussion if it seems like somebody is confused or offended by the comments
\nof another participant.
\n\u25cf\uf020 Be diplomatic but also precise. In sensitive (especially political) discussions,
\nspeakers sometimes try to use images or metaphors to convey messages,
\nexpecting other to read \u201cbetween the lines\u201d. Of course it is important to be
\nthoughtful and avoid making harsh statements. That is usually the reason
\npeople try to soften what they are saying. However, as the Chair, it is up to
\nyou to make sure that everyone is clear about what they mean.
\n\u25cf\uf020 Avoid abbreviations and acronyms. We all use them constantly within our
\nown organizations, but in an international meeting they become cryptic and
\nmeaningless codes – even to colleagues that share the same language.
\n\u25cf\uf020 Remain vigilant to ensure that participants do not speak too quickly or confuse
\nthe discussion with unclear language.
\n\u25cf\uf020 Remember that many participants will be speaking in a language other than
\ntheir natural language. Be prepared to help clarify comments and positions
\nthat may be unclear by summarizing and\/or repeating what you understand the
\nspeaker to be saying. It is essential that you repeat specific proposals and
\nmotions.
\n\u25cf\uf020 Do your best to ensure that members make concrete suggestions and
\namendments. When proposing a wording change to a document, participants
\nshould express exactly how they want the new text to read. The Secretariat
\nwill project proposed amendments in English. Remind the group that, if
\npossible, they should give their proposals to a WMA staff member before the
\nmeeting. This is especially important when proposing a large text change. In
\nsome cases, the Secretariat will even give the new text to the interpreters to
\nassist them. This helps ensure that all languages have the advantage of a
\nprecise interpretation.
\nWMA Chairpersons Orientation Guide page 13
\n\u25cf\uf020 Be sensitive to cultural differences. For many Council members, the WMA is
\nthe only forum in which they have the opportunity to interact with colleagues
\nfrom so many other places. Remember that people have different styles of
\ncommunicating their views and that some participants tend to be less formal
\nand rule-oriented, while others are accustomed to following a very specific
\nprocess. Although you are expected to manage the meeting efficiently and
\ncomplete your agenda, a little extra flexibility is often called for to ensure that
\ncertain members do not feel excluded or overpowered by a strict process.
\n\u25cf\uf020 Remember that the interpreters\u2019 job is to interpret the spoken word. They are
\nnot called \u201ctranslators\u201d specifically because translation implies an exact
\nrepresentation of the original words. The WMA has made employing the best
\npossible interpreters an administrative and financial priority to ensure that
\nmeetings run smoothly. In addition, the Secretariat will project specific
\nlanguage proposals on the overhead screen. Still, there is always the
\npossibility for confusion and this is another reason the Chair should always
\nrepeat proposals and make sure that participants speak slowly and clearly.
\n\u25cf\uf020 Watch out for delays caused by interpretation. Remember especially that
\nJapanese often must be interpreted through English first. This is also (often)
\ntrue of members who bring their own interpreters to sit beside them. Body
\nlanguage provides excellent clues of when the interpreters have finished.
\nParticipants will often nod their heads or look up from the table. Try to make
\nsure that all languages have caught up before moving ahead. This is especially
\nimportant during a vote.
\nThe Many Leadership Roles of the Chair
\nConsensus Builder
\nUltimately, the goal of WMA policy is to develop positions that unite physicians and
\nare internationally relevant and applicable. A policy that gains acceptance by a
\nnarrow margin is not a victory for the WMA. The WMA has a history of exercising
\nexcellent judgement when it comes to extremely divisive issues. This is true of entire
\ntopics as well as particular points within a topic.
\nIn addition to professional medical differences of opinion, there is no doubt that global
\nand regional politics do enter into WMA policy debates (especially in relation to
\nissues of human rights, economics and security). Sometimes, it is recognized that a
\nsubject should simply be avoided completely. In other cases, the relevant body
\n(Committee or Council) will agree that the WMA should take action to recognize the
\nimportance of an issue, but that a definitive position is not desirable or possible. The
\ngroup may decide, for example, that the WMA\u2019s stance should be to encourage
\nfurther research or public debate, or to simply encourage those involved in the issue to
\nWMA Chairpersons Orientation Guide page 14
\nuse sound ethical judgement. There are many options available and it often falls to
\nthe Chair to lay out the choices and ease members away from non-negotiable
\npositions.
\nThe Chairs should make it a priority to promote the WMA\u2019s longstanding culture of
\nconsensus and exhibit leadership when guiding the group through complicated or
\ndivisive issues. The WMA\u2019s objective is never to avoid controversial subjects, but to
\nensure that all ideas and perspectives are considered and to strive to find, or create,
\ncommon ground. Still, despite your best efforts, sometimes a group will insist on
\nputting two completely opposing views a vote and determining which side wins and
\nwhich side loses. Expect this.
\nFinally, the Chair is fully entitled to contribute his or her opinions to the discussion,
\nand to vote on matters. However, the Chair must not to allow personal views to
\ninfluence how he or she manages the debate process or otherwise supersede the duty
\nto be independent.
\nDiplomat
\nWMA\u2019s purpose is to be a source of international support and assistance to individual
\nNMAs as well as its global constituency. Sometimes an NMA will have very strong
\nfeelings about a certain position due to a national situation it is addressing. Other
\ntimes, groups of NMAs ally in an effort to promote a particular issue or position. The
\nabove situations are sometimes very complicated politically and managing them
\nrequires finding a balance between respecting and responding to the needs of
\nparticular constituent members, and serving the worldwide profession.
\nAt times, the Chair may find it helpful to meet privately with individuals in order to
\nfully understand the reasons behind their positions. There are often background
\nissues that an NMA might not want to discuss publicly but which provide critical
\ninsight into the reasons behind a particular argument. The more information the
\nChair has, the better he or she will be able to manage debates in a positive and
\nconstructive way. The Chair might also convene (formally or informally) members
\nwith opposing views in order to facilitate better understanding between them.
\nListener
\nBeing a good listener may be the most important quality of a good Chair. One of the
\nmost frustrating feelings for a group member is to feel as if he or she has not been
\nheard or understood. Therefore, it is essential to ensure that everyone has the
\nopportunity to express his or her opinion. At the same time, it is important to avoid
\nlengthy debates in which different members reiterate points that have already been
\nmade or in which a minority viewpoint dominates the discussion. The Chair can
\nprevent this problem by stepping in occasionally to summarize and repeat the key
\nWMA Chairpersons Orientation Guide page 15
\npoints that have been made and then ask specifically if anyone has a new perspective
\nto add to the discussion.
\nLeader
\nThe Chair sets the tone for the meeting. If the Chair appears disorganized, unsure or
\nconsistently surprised with what is happening during the meeting, it will be very
\ndifficult to maintain order and lead constructive discussions. Therefore, he or she
\nmust come fully prepared, familiar with the materials and the background of the items
\non his or her agenda. In addition, the Chair should have an idea of how he or she
\nwants to handle each agenda item and try to predict, as far as possible, any potential
\nproblems that might arise. The Chair should also be aware of any political or other
\ntensions that might have an impact of the agenda or the meeting itself. The Secretary
\nGeneral will meet with the Chair before each meeting to brief him or her on the
\nagenda and share any additional information that might be useful. Of course, one can
\nnever really know what is going to happen in a meeting, but the Chair\u2019s goal is to be
\nthe most well-prepared and knowledgeable person in the room regarding the work of
\nhis or her Committee.
\nConclusion
\nServing as a Chair within the WMA is a large responsibility but it should be an enjoyable
\nexperience as well. The Secretary General and WMA staff are available to provide you with
\ninformation and will do their best to assist you with any concerns or questions you might
\nhave regarding your responsibilities.
\nTelephone: +33 4 50 40 75 75
\nFax: +33 4 50 40 59 37
\nE-mail: secretariat@wma.net
\nApril 2017<\/p>\n"},"caption":{"rendered":"

WORLD MEDICAL ASSOCIATION COUNCIL AND COMMITTEE CHAIR ORIENTATION GUIDE WMA Chairpersons Orientation Guide page 2 This booklet was developed to assist new Council and Committee Chairs to understand their role as leaders and provide important information regarding procedures, process and products of the WMA. General Responsibilities Within the Organization The Chair and Vice-Chair of Council, […]<\/p>\n"},"alt_text":"","media_type":"file","mime_type":"application\/pdf","media_details":{"sizes":{"thumbnail":{"file":"Chair-Guide-April2017-pdf-106x150.jpg","width":106,"height":150,"mime_type":"image\/jpeg","source_url":"https:\/\/www.wma.net\/wp-content\/uploads\/2017\/03\/Chair-Guide-April2017-pdf-106x150.jpg"},"medium":{"file":"Chair-Guide-April2017-pdf-212x300.jpg","width":212,"height":300,"mime_type":"image\/jpeg","source_url":"https:\/\/www.wma.net\/wp-content\/uploads\/2017\/03\/Chair-Guide-April2017-pdf-212x300.jpg"},"large":{"file":"Chair-Guide-April2017-pdf-725x1024.jpg","width":725,"height":1024,"mime_type":"image\/jpeg","source_url":"https:\/\/www.wma.net\/wp-content\/uploads\/2017\/03\/Chair-Guide-April2017-pdf-725x1024.jpg"},"full":{"file":"Chair-Guide-April2017-pdf.jpg","width":1060,"height":1497,"mime_type":"application\/pdf","source_url":"https:\/\/www.wma.net\/wp-content\/uploads\/2017\/03\/Chair-Guide-April2017-pdf.jpg"}}},"post":821,"source_url":"https:\/\/www.wma.net\/wp-content\/uploads\/2017\/03\/Chair-Guide-April2017.pdf","_links":{"self":[{"href":"https:\/\/www.wma.net\/fr\/wp-json\/wp\/v2\/media\/7857"}],"collection":[{"href":"https:\/\/www.wma.net\/fr\/wp-json\/wp\/v2\/media"}],"about":[{"href":"https:\/\/www.wma.net\/fr\/wp-json\/wp\/v2\/types\/attachment"}],"author":[{"embeddable":true,"href":"https:\/\/www.wma.net\/fr\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.wma.net\/fr\/wp-json\/wp\/v2\/comments?post=7857"}]}}