Chairing a Giant General Assembly
You’ve been selected to chair a giant General Assembly (GA) Congrats! Chairing a committee of over 200 delegates can be a bit challenging. In addition to having so many delegates, the chairing team would most likely be twice the standard size and may add some additional challenges.
How do you run a committee this large?
What sort of techniques and abilities might a chair need to manage so many delegates in one committee?
How will the chair manage the smooth running of such a giant committee?
This guide will help you to learn the specifics of chairing a giant GA.
What is a giant General Assembly?
A MUN committee with over 200 delegates would be considered a Giant General Assembly (GA).
How does a giant General Assembly (GA) differ for a smaller GA?
For all intents and purposes, a giant MUN GA is the same as any other MUN committee.
The Rules of Procedure are the same. The difference is the committee mandate.
An average MUN committee ranges from 30-50 delegates, 60-100 delegates can be considered a large GA.
Some committees, usually Generals Assemblies, range from 150-400+ delegates. Giant Ga’s are often double delegations but can also consist of individual delegates.
Other differences in a giant GA
- More chairs
- Larger committee rooms
- Raportues are part of the staff
- Pages/admins are usually provided to pass notes
- Sometimes microphones and screens are available
Before the conference
Communication with the delegates
Communication with your delegates before a conference is important. When it comes to a giant GA, communication can be a big factor in the overall success of a MUN committee. In most cases, a chair only needs to submit a study guide and review position papers. In the case of a giant GA, this communication should be used to your full advantage. Most delegates are not going to have time to talk in-depth with you about questions they have, so any and all questions should be answered before the committee.
How do you communicate with your delegates?
You can communicate with the dealages via emails you send to the entire committee with answers to questions you receive from individuals. You can also make posts on the committee Facebook group, which you can update as the questions come in. If one delegate asks a question, there is a decent chance others have it as well.
Communication with your co chairs
Communication with your fellow dias members is especially important. Try to get in contact with your rapporteurs and co-chairs too and manage expectations. Ask them questions about their chairing style, how they take notes on committee, how the respond to unexpected situations and how they evaluate a best delegate.
When things get hectic (which they will) you have a bit more understanding of each other to work from! If you can, try and arrange a skype call. Most chairing teams speak about the study guide you are writing together, the delegates position paper review process or any other academic work. You should also take time to talk about chairing styles and match expectations on how to run the committee. Doing this is especially important when chairing a giant committee. This allows the entire team to feel a bit more involved and is a real help for any chairing team.
This is also important for another reason. By prioritising communication before the conference, you can also begin to notice some of the gaps in either delegate experience or team abilities. Again, you won’t have time during committee to deal with many of the issues that arise from standard MUN problems, delegates not representing their country or the chairing team going AWOL, but through your communication you can be aware of these issues through contact, and prepare for them when you arrive.
Setting up Committee
Arriving early might be a cliché for most MUN committees, but it is essential for giant GA’s. Any experience MUN chair will tell you there will be at least one or two technical problems that will need your undivided attention or at least delegation of someone to deal with the task. Assuming there is no immediate crisis, here are a few questions you need to ask yourself when setting up the committee:
1. How will I communicate with my team?
– Your Dias bench will be long and chatting between you might be hard. Either set up some sort of messaging group or note system so that you can communicate effectively
– Furthermore, for notes and documents to share between the Dias, you need to have an effective way for all to read it (Google Drive is a good option)
2. How will I communicate to the delegates?
– The hall is big and your voice is so loud, you might need a microphone (several is even better) and you need to know how to use one. This isn’t as easy as it sounds. If unsure, look up a guide on how the microphone works so that your delegates don’t have to listen to you shouting all the time
– Another thing to consider is digital communication. During the committee, delegates will be sending you working papers and draft resolutions, where will you put these for others to see? (Google Drive again)
3. How will the delegates communicate?
– It’s fairly standard practice to have a stationary microphone for some of the larger Speakers List Speeches. It’s up to you where you put this microphone (centre stage, by the side) but make sure it’s accessible for the delegates
– You also have to keep in mind delegates who might have difficulties getting to the microphone, always keep a wireless mic on hand
– You then have to decide how they will debating during regular speeches. Delegates will be going up and down fairly regularly so consider maybe just using wireless mics and keeping a pair of your chairs or rapporteurs around the floor to give the microphones to your delegates. If you have a fancy set up like a real conference hall with microphones everywhere, lucky you
– Notes are your friend. Passing notes or chits can be vital in a large GA where delegates frequently want to talk to each other but can’t. Your rapporteurs will mostly be busy passing these notes around, so make sure that your delegates know how to write them properly (with who it’s going to and who it is from) and that if the person is right next to them, they shouldn’t waste the rapporteurs time
Repetition is important
When a delegate asks a question or offers a motion, repeat it to make sure everyone could hear it.
If there is a possibility that some delegates in the room didn’t understand what the speaker said. It could be because they didn’t have a microphone, didn’t use the microphone, are new to speaking or something else got in the way. In all those cases, repeat what they said to make sure everyone else will understand.
4. How will I maintain decorum?
– This is important to think about beforehand. With a chairing team of four or more, you can have one chair constantly roaming around making sure decorum is met. From the front of the room, it can be hard to tell when someone is chatting too loudly during a speech. Don’t let it slide or else it can get worse
5. How should the delegates sit?
– Hopefully all of the delegates will have proper chairs. If so, well done. The next question is how will the delegates be arranged? In most huge conferences delegates get their placard at registration (sometimes easier for logistics) and will come into the committee room and sit wherever they like unless told to sit in some other arrangement. How they sit is for you to decide.
How to set up delegates?
- Reverse alphabetical
- According to region
- According to bloc*
- Random on day one but keep the seat
- Random every day
Switching between alphabetical and reverse alphabetical is common. However, keeping the same alphabetical seats for the entire conference for rapporteurs, delegates and chairs, it’s simply easier.
*Seating according to bloc is a reordering done by chairs on the second day to avoid crosstalk and make drafting work easier. However, there are many drawbacks to this method, as this makes moving between the blocs much harder and can give an advantage to the delegates who get seats in the middle of the formation.
6. How will the Dias work?
– As alluded to, there are multiple roles the Dias need to work. Software Manager (sometimes done by rapporteur, must talk about this beforehand), Note-Taker, Decorum-Enforcer and of course, the talker and executive decision maker themselves. Make sure to clarify how these roles will work during committee and decide some sort of system for assigning them and changing them if people want to (it’s nice to get variety). You can read more about the roles and how to chair here!
– Also, talk to your rapporteurs if you can, they’ll appreciate a clarification of expectations and what you (and they) need
With all these questions answered, you should be able to get onto the next section, actually starting committee!
Staff and Teamwork
It is clear that you will need to work with your fellow dias. However, they are not the only forces in the room that are not delegates.
Communicate with your dias
Your communication with your co chairs is of critical importance. Make sure you know who is running the software, who is taking notes, who is calling on delegates and who is walking the room. Take turns and rotate to find an equilibrium that works for everyone.
Make sure to share information often. At the end of every session a few minutes to recap can go a long way.
Some giant GA’s have raportures who have varying responsibilities. This individual can definitely be another set of eyes and ears. They can also be given instruction on what to look for from a chairng perspective and later bring value to the awards discussion after committee ends.
Utilize the note passers
Utilizing the pages to help you read the room is one of the golden tips for chairing giant GA’s.
Some conferences will give you pages, also known as aminds, to pass notes. Some conferences do not provide note passers and instead delegates volunteer for that jobs. When the conference gives you note passers see them not as staff but as a very important resource. each note passed is another set of eyes and ears criss crossing the room and able to see things on the ground that you might not, either because you weren’t there at the time or because delegates might act differently around the chair.
to make the most of our your pages, it is best to give them instructions on what keep an eye out for before committee starts. They don’t need to listen too hard to see who is leading a bloc or is doing the most writing during an unmod.
Starting The Committee
Introduce important staff
Delegates are in, tech issues are sorted (hopefully) and you’re ready to begin! What to do now? Well first things first, introductions. Your communication should have paid off and people know who you are and what you expect but you’ll need to make sure your delegates are aware of who everyone is. It helps during committee that they know who to go to if they have certain issues. Most conferences will provide you with a conference liaison person who might also be the point person for delegate services or more logistical issues. Make sure your delegates know this.
Set rules for guests
Many of your delegates will have coaches or advisers who will come to watch them. It is completely your right to limit their mobility in the room, or interaction with their students during committee session. There have been cases when some advisers pass their students instructions or even ready speeches. However, this is rare. More often the issue is them taking their students attention away from the committee or doing an action that causes interference to delegates around them. You should be polite when setting your rules but clear. It is your committee, you should decide what type of arrangement will bring the best and least distrubed experience for your delegates.
Delegate introductions – Pros and cons
You can also consider having delegates introduce each other (briefly). Yes it will take a while, but it’s pretty much the only chance delegates have of getting to know each other before the madness begins. If you do this, a quick “who are you, where are you from, what do you study, what are you representing” goes well. You can also do this at the end if you have time. Or, you can let the delegates get to know each other through the simulation and what will be will be. It is normal not to get the chance to speak to everyone in a giant GA. 200-400 people are a lot to navigate.
Expectations and schedule
Whilst your delegates have an overall schedule, it’s important that they know roughly how committee will run too. With 200+ delegates, you could literally spend all 4 days talking about one sub-topic, but you need a draft resolution. Let your delegates know how quickly or slowly you expect debate to happen. You don’t need to enforce it, and don’t be too strict about it, but without it, you could be in trouble. With this many delegates many are doubtless going to be beginners too, so they will need to know this too.
Rules of Procedure and Academic Expectations
Don’t explaining everything about the MUN Rules of Procedure in one go as no-one will remember all of it. However, it really helps when you explain at each step what’s happening and the relevant ROPs. If it important that you catch the beginners up to speed or you will have many delegate sinking beneath the wave of cluelessness and never speaking. In such a big committee, there are many reasons a delegate can decide it isn’t worth trying to get into the game. Try to minimize those reasons by being encouraging, OPEN and EXPLANATORY.
After this, you’re ready to start debate.
Some conferences require them while others forbid them. Sometimes, the secretariat will leave it up to you. When it’s up to you whether to have opening speeches (which will take a while, up to 2h) bear in mind for many it’s the ONLY time they will be able to speak.
Requiring opening speeches might annoy some delegates, and you might even get criticisms of favouritism for picking a delegate a whole 2 times in the whole conference. You will need to manage this annoyance by being extremely careful about picking delegates (make sure you are keeping close eye on who has spoken (preferably by spreadsheet)).
Responding to Speeches
Most beginners have never heard a MUN speech before. For their sakes it can be helpful if you point out what a good speech is early on in the simulation. Encouraging good speeches and not being too harsh on bad speeches is essential at the start of debate. Many delegates will not know what is happening, and will need some sort of encouragement to keep going. Bad speeches can be corrected, but if you’re too harsh, the delegate will never speak again, and you’ve maybe ruined MUN for them. I might be exaggerating, but in a giant GA expectations are high, and nerves are tense, be aware of this. You must build a comfortable atmosphere for delegates to speak in, or else you haven’t created an MUN committee, you’ve created a 4 day waiting game where delegates want it to be over.
Topic splitting is vital here as well. Naturally delegates should split up the topic in smaller pieces and tackle them one by one, but in a giant GA it’s hard for one stream of conversation to keep going as the chance of someone changing it is high. As usual, don’t force debate on one thing, but remind delegates occasionally that they will need to tackle each issue in turn to have any hope of getting a resolution in order.
Once debate is running smoothly, there are still specific parts of an MUN committee that might be different with a giant GA, so let’s run through them.
- As a chair, you are generally under scrutiny from delegates a lot. In a giant GA, this scrutiny is heightened and your activity in being interested and moderating debate smoothly will matter heavily.
- Don’t get complacent and look at memes on your phone, stay attentive and so will your delegates.
Visibility and Lead By Example
If you’re the chair who is taking notes (ideally all chairs should be taking at least shorthand on what the delegates are saying) make sure to do so visibly.
If you are serious the delegates will take you seriously. If you are tardy you can expect the same from your committee. A giant GA is a lot slower to respond to change. Start with a good example and the committee will follow. Start on the wrong foot and you might not be able to correct it.
- In a giant GA, you’re going to have quite some difficulty narrowing down topics and solutions. One option to focus discussion is to minimize use of the General Speakers List (GSL) after the first session. The reason is because of a) their wide flexibility and b) their prevalence to confuse beginner delegates.
- However, if you’re in the position where you are receiving bad motions or going round in circles, as in normal MUN, use the speakers list to get some new ideas from delegates.
- Concise. Solutions focused. Those are your 3 key words for all moderated caucuses. Make sure your delegates know what they want to talk about. You do not have enough time to deal with a lot of the spurious talk that goes on in a regular MUN because it will slow down debate and make your delegates less enthusiastic. Make sure to remind your delegates of this.
- As mentioned before too, make sure you are letting delegates who haven’t spoken as much time as possible. In this respect, I would consider shutting down repetitive caucuses more often than normal, and waiting longer for placards to be raised, just for those shy delegates who aren’t straight off the bat.
- Like most committees, the most productive work gets done in the Unmoderated Caucus, this is still the case in a giant GA. The main thing you have to be careful of is that actual work is getting done. A lot of people means a lot of chances to not really be focussing on MUN, or going down the wrong path entirely.
- Make sure you and your team walk amongst the delegates during the unmods. This is important:
- To see who is really influencing behind the scenes and take notes on what you see during the unmod.
- Delegates will take what they do more seriously if they feel you are watching
- The delegates will need a lot of feedback in this stage and the more you see the more you can give.
- Remember this might be the only chance to see some of the issues and deal with problems the delegates might be facing which can’t be seen from the front of the room. This is a way to solve those issues in real time. Make sure to be available and make sure to be open to questions.
“Here’s a trick to really see what delegates are doing during an unmod. I learned the following trick from my head chair while chairing SOCHUM, a 200 person room. The Dias was so far to the front of the room we have no idea what most delegates faces looked like. We’re lucky they have microphones. So, when the unmod passed with a majority, our head chair took off her chairing badge with a corresponding yellow lanyard. She then walked off into the mess of blocs of negotiators and writers. As we were sitting far away, and there were so many people in the committee, most of them had no idea what she looked like up close. Also, as they were busy with unmod work, they were less primed to notice someone who wasn’t wearing the yellow chairing badge.”SOCHUM Co-Chair at WorldMUN 2014
Time and Numbers
In a 15 Security Council one speech can change the direction of the entire committee. One 10 minute unmoderated caucus can change a draft resolution. 2 minutes of an unmoderated caucus have all delegates reach an agreement that seemed impossible a few minutes before. All of this is impossible in a giant GA.
A merger needs to be agreed on by all the important players in the bloc. Sometimes this can be 20 countries. In a giant GA with double delegations this can mean 40 people need to approve of the merger. These same 40 need to approve amendments, clause chances and more so that the can vote as a united front. This is time consuming and needs to be factored in from the chairing side.
Creating a Crisis in a giant GA
This is one of the reasons a crisis in a giant GA needs to be carefully planned if it is to work. Given the amount of people who need to be in agreement in each bloc, every change in what the committee is discussing needs time for consultation and refocus.
Reaching a quality draft resolution, which passes with a majority, at the end of 20 hours is impressive enough. (Remember that such a draft is created in all of the blocs, which is 3 or more groups of 20 countries or more). To create a new draft for a crisis situation, usually after half the conference has passed, is practically superhuman.
Factor in time
Working with large groups, combining long documents and reaching agreement with tens of players is part of the giant GA experience. You will need a 20 minutes just to be able to hear a handful of countries say what they think about whatever topic was chosen as a moderated caucus. As a chair you might want things to move faster, or be juicer. However, size does matter and the committee is going to react more slowly to reach the same place and smaller committee could in less time.
Factor in numbers
In a 15 person Security Council one vote can stop a draft from passing. In a 60 person room 8 delegates have that same power. In a giant GA, a delegate needs over 30 to be seen as a significant player.
Giant Ga’s are different
“I was giving a MUN workshop in Barcelona on how to navigate a giant GA. I told stories of how to navigate a room of 400, how I got noticed by the chairs and how I reached a coalition of over 50 countries and maintained them until the end of the conference. A participant in the workshops who I did not know got up and told me he thought my stories were too fantastical and couldn’t be true. Another participant in the workshop who I had also never seen before got up and said “No, it’s true. I was in that committee and saw her do all those things.”. Apparently, not only was he in the same 400 person DISEC but he was also in my bloc after our last merger. Such is the nature of giant GA’s that you don’t even get to meet people in your bloc.
CEO of AmbassadorHQ International, a Canadian MUN Training Program.
The reality is that a giant MUN committee probably needs more than a weekend conference to properly debate the issues, have everyone communicate with each other, for everyone to have enough speech time to properly explain their point and for each delegate to find the bloc that is the most natural fit. As this is normally not the case, understand that you can only do you best to give delegates a good giant GA experience, where coalition management in the 10’s is the name of the game. If they have a good experience they will have stories to tell and lesson to teach the beginners in their societies. If a delegate complains that they didn’t speak enough or they are upset they didn’t get to meet everyone in the room tell them this is the nature of the giant GA experience and If they want to speak, they can find a smaller committee at their next MUN conference.
Great, the debate is going well and delegates aren’t too confused, now onto the drafting of the documents! As always, the drafting stage can seriously slow down a committee. Drafts will often arrive at the same time and, in a giant GA, the draft resolutions will be long because of the number of delegates involved in the writing or who want clauses in the document to support it.
The focus here is to manage the slowdown of the committee and rush of papers to make sure that the committee does not grind to a halt. Also, if you can, you would rather receive quality work rather than a quantity of work. Here is a list of things to note.
Set a limit on the number of documents you will accept. You are dealing with hundreds of delegates, if you don’t set a limit, you could get well over 10 working papers and several draft resolutions. This isn’t productive. Try to get delegates to focus on combining ideas to produce good quality work with as few clauses as possible (one first draft I got in a giant GA had 80 clauses, most repeating each other)
Be very clear about what needs to be in the documents, and what doesn’t. The more time you can save yourself and your team, the better in this respect. Don’t rush either. The working paper and resolution are in many ways the physical representation of the committees work. You have to make sure that you are putting decent time into this and getting good work out. Otherwise, you can risk severely disappointing your delegates. This is another reason to sometimes speed up the debates earlier in the simulation.
Give resources. A list of preambulatory and operative clauses or instruction on how to write a clause or resolution are going to be very important to newer delegates. Early in the process, direct them to the conference guidelines, or an online article, to help them through this process. It was make their writing process easier and ultimately have a better outcome for everyone.
Encourage merging. Lightly. This should not be forced but delegates and blocs working together should be lightly encourages where possible. If you’re active during the unmods, as you should be, use the opportunity to try and point out to delegates that other groups are writing on similar things. As usual, don’t force things, but a suggestion here and there helps immensely with drafting.
Make delegates aware that their differences are what is important. In the end the sponsors will be talking about the difference between the resolutions, not the similarities. Often the majority of the clause will be safe clauses everyone can agree on. These clauses take hours to draft but get zero discussion time during the panel of authors. If the delegates understand this sooner more effort and substance will be put into the differences.
Be prepared to “simplify” procedure. All Rules of Procedure are written with the best intentions. giant GA’s usually require you to follow other intentions as you try and make sure at least some documents get adequate debate and understanding. You might have to speed up introductions, readings and amendments. Make sure your delegates understand this but don’t rush or seem panicked about this.
Stop potential confusion early. With so many people and blocs, confusion is going to be rife. Be sure the delegates know how many can be sonspors (if it’s limited), how many can present on the panel of authors / present the resolution, etc. If there is a misunderstanding, make sure to deal with it as soon as it arises or things can get messy.
Be aware of plagiarism. You will probably receive at least one accusation of plagiarism during the course of the drafting. React fairly but firmly to it. Make sure to check the exact wording, and rule decisively. It’s not a bad idea to potentially rule our documents completely should they be subject to any plagiarism involved.
Make time for amendments. Amendments will be tricky with this many draft resolutions and ideas, so again, keep the time limit for them strict (you’ll always go over) and keep the debate and voting concise. One option is to allow two amendments per draft resolution where the dias looks for the two clauses that make the largest change. It’s worth looking into how to streamline the ROPs for them to make sure debating and voting happen immediately so that you can get to a finalised set of draft resolutions smoothly and efficiently.
In a giant GA, you have to go about voting procedure a little more carefully than in regular GAs. This is because you are likely going to receive many draft resolutions and amendments to them. Start by clearly identifying EACH vote and make sure all delegates know what they are voting on. Blank faces should be worrying to you.
Furthermore, be very wary of extra motions during voting procedure. Dividing the question and other advanced motions can get very complicated very quickly, and should be managed with precaution.
Voting is a perfect time for at least one of the chairs to walk around the room to get a proper count of the vote. If you have five draft resolutions to vote on, a quicker and more efficient voting system will go a long way.
Ultimately, voting is the same as normal MUN, minus the numbers you need to count. With any luck, one of the drafts will actually pass. Bear in mind that with such large numbers no draft passing is very common and this does not in any way mean that the delegates did not have an incredible experience. If there was a fair methodology to choose who gets to speak, questions were answers, chaos averted, complaints and issues dealt with early and a few well written drafts reached the floor, you should be the proud chairwoman or chairman having guided this process!
With such a huge number of delegates, the awards (if you have them) might end of being controversial no matter what. It is possible that a large part of the committee might never have met, or interacted with, your choice for best delegate. Prepare yourself for questions on your choice and be ready to justify your decision. Explaining your decision is very important as it will bring peace to unhappy participants. Failure to do so will result for some in the entire conference being seen in a negative light. For this reason it’s important you have a way to record and choose awards.
Take, and consult, your notes
Ideally, you should take notes of the committee progression to visit on the last day to justify why you made the choices you did. Even if you yourself don’t have a more empirical way of choosing delegates, you should still avoid of deciding on a “feel”. It is best to consult the many notes you or your co-chair should have been taking throughout.
What to award
Generally, rewarding diplomacy is more important in giant GA’s considering the extreme difficulty of moving blocs together and actually being constructive. However, a lot of credit should also be given to delegates who took the ideas presented in their opening speech and wrote them as the central clause on a draft resolution which passes with a majority. The one thing to never do is give an award to a beginner to make them feel good. While this should never be done without explicit instruction from the secretariat, giant GA’s are definitely not the place for this. Too many delegates have worked very hard over many hours and an award that does not make sense will leave a bad taste in everyone’s mouth. It is likely not everyone will be happy. However, experienced MUNers will understand if you give a good justification. Evaluate who influenced and award accordingly. In the end, the deciding isup to you.
Feedback from from 10 – 40 minutes is common at many MUN conferences. This comes at the end of the committee session, before or after the superlatives / funny awards. Time for feedback is important. You were watching the delegates for a few days and likely have insights and tips for improvement. In giant GA’s the feedback is just as wellcome with a few differences.
GIve an overview with broader strokes
A good way to give feedback to a giant GA is by giving an overview of the MUN simulation. You should tell them how their ideas developed and merged with other, why certain blocs merged and how that impacted the rest of the committee. It is good to use examples of speeches or moments in the committee that the majority are aware of to illustrate a point.
Give specific examples
You can give specific examples of delegates actions on what to do and not do. This is especially important when it comes to speeches and diplomacy. However, the best examples of good speeches or good diplomatic action are also often award winners. As feedback is usually before the closing ceremony make sure to give the examples in a way that doesn’t give away that they got an award.
You don’t have time for personal feedback
Even in regular GA committees it might be hard to give everyone feedback, in a giant GA it will be impossible. In smaller committees, chairs sometimes take the time to speak to each delegate independently during the last hour of committee. This will take you time you definitely don’t have. About everyone is officially free to leave the committee room you can answer individual questions or even accept emails from interested delegates to answer at a later time. What is important is that this not be done during committee time.
For those who are interested, feedback is going to be a big part of how they finish their final day. Provide some form of communication for the delegates following the conference (bear in mind committee emails might be deleted) and be open to asking for feedback in that way. You can invite them to speak to you before the closing ceremony or during the final social (if you’re so inclined).
Divide and feedback
Work with your co chairs. There are a few of you. It is possible some of you paid more attention to certain blocs or parts of the room. At the end of committee you can stand in separate spots and give individual feedback between you to cover more people.
Feedback to the staff
As chairs, you are also learning. If you can, it might be nice to give some feedback to your co-chairs, pages, admins and team. This should be done in a friendly and encouraging manner. It also wouldn’t hurt to get some feedback from them on yourself.
The main issues that can go wrong in a giant GA can usually be solved through communication, clear instruction and efficiency. These obstacles naturally occur due to the scaling issues that MUN can have. Unlike the real UN, MUN doesn’t have the months/years of academic preparation a normal 200+ delegate conference will have. Therefore, you have to be both very communicative, and very efficient with your time in the conference. Be prepared to delegate to your team heavily as you simply can’t do everything you can do in a regular GA, and understand that issues that can spiral can end up with larger consequences and take more time to solve.
On the other hand, giant GA’s are sites to behold and incredible experiences for the delegates. They can be incredibly powerful as well and a great place to meet and work with any intelligent and competent people in a short amount of time. Lifelong friendships can be forms and diplomatic gymnastics performed that are not possible, or as impressive, in a 60 person room. That too can happen under you purview and be the difference you make.
Overall, as long as you keep the two in mind, you should be set on your way to being a successful giant GA chair, and triumph in the challenge that has been given to you.