The skilled facilitator : a comprehensive resource for consultants, facilitators, coaches, and trainers / Roger M. Schwarz
- Schwarz, Roger M., 1956-
- Hoboken, New Jersey : Jossey-Bass, a Wiley Brand, 
- Copyright Date:
- Third edition.
- Physical Description:
- xxiii, 384 pages : illustrations
- Machine generated contents note: pt. ONE The Foundation -- 1.The Skilled Facilitator Approach -- The Need for Group Facilitation -- Most People Who Need to Facilitate Aren't Facilitators -- Is This Book for You? -- The Skilled Facilitator Approach -- Experiencing the Skilled Facilitator Approach -- Making the Skilled Facilitator Approach Your Own -- Summary -- 2.The Facilitator and Other Facilitative Roles -- Choosing a Facilitative Role -- Basic and Developmental Types of Roles -- Serving in Multiple Facilitative Roles -- When It's Appropriate to Leave the Role of Facilitator -- The Group Is Your Client -- What Is Your Responsibility for the Group's Results? -- Summary -- 3.How You Think Is How You Facilitate: How Unilateral Control Undermines Your Ability to Help Groups -- How You Think: Your Mindset as an Operating System -- Two Mindsets: Unilateral Control and Mutual Learning -- How You Think Is Not How You Think You Think -- The CIO Team Survey Feedback Case -- The Unilateral Control Approach -- Values of the Unilateral Control Mindset -- Assumptions of the Unilateral Control Mindset -- Unilateral Control Behaviors -- Results of Unilateral Control -- Give-Up-Control Approach -- How Unilateral Control Reinforces Itself -- How Did We Learn Unilateral Control? -- Moving from Unilateral Control to Mutual Learning -- Summary -- 4.Facilitating with the Mutual Learning Approach -- The Mutual Learning Approach -- Values of the Mutual Learning Mindset -- Assumptions of the Mutual Learning Mindset -- Mutual Learning Behaviors -- Results of Mutual Learning -- The Reinforcing Cycles of Mutual Learning -- Are There Times When Unilateral Control Is the Better Approach? -- Summary -- 5.Eight Behaviors for Mutual Learning -- Using the Eight Behaviors -- Behavior 1 State Views and Ask Genuine Questions -- Behavior 2 Share All Relevant Information -- Behavior 3 Use Specific Examples and Agree on What Important Words Mean -- Behavior 4 Explain Reasoning and Intent -- Behavior 5 Focus on Interests, Not Positions -- Behavior 6 Test Assumptions and Inferences -- Behavior 7 Jointly Design Next Steps -- Behavior 8 Discuss Undiscussable Issues -- Learning to Use the Behaviors -- Summary -- 6.Designing and Developing Effective Groups -- How a Team Effectiveness Model Helps You and the Teams and Groups You Work With -- The Difference between Teams and Groups---and Why It Matters -- How Interdependence Affects Your Work with Teams and Groups -- The Team Effectiveness Model -- What's Your Mindset as You Design? -- Team Structure, Process, and Context -- Team Structure -- Team Process -- Team Context -- Interorganizational Teams and Groups -- Helping Design or Redesign a Team or Group -- Summary -- pt. TWO Diagnosing and Intervening with Groups -- 7.Diagnosing and Intervening with Groups -- What You Need to Diagnose -- What You Need to Intervene -- The Mutual Learning Cycle -- Summary -- 8.How to Diagnose Groups -- Step 1 Observe Behavior -- Step 2 Make Meaning -- Step 3 Choose Whether, Why, and How to Intervene -- Challenges in Diagnosing Behavior and How to Manage Them -- Summary -- 9.How to Intervene with Groups -- Key Elements of the Intervention Steps -- Using the Mutual Learning Cycle to Intervene: An Example -- Step 4 Test Observations -- Step 5 Test Meaning -- Step 6 Jointly Design Next Steps -- How to Move through the Intervention Steps -- Choosing Your Words Carefully -- Summary -- 10.Diagnosing and Intervening on the Mutual Learning Behaviors -- How Mutual Learning Behaviors Differ from Many Ground Rules -- Contracting to Intervene on Mutual Learning Behaviors -- Intervening on the Mutual Learning Behaviors -- Behavior 1 State Views and Ask Genuine Questions -- Behavior 2 Share All Relevant Information -- Behavior 3 Use Specific Examples and Agree on What Important Words Mean -- Behavior 4 Explain Reasoning and Intent -- Behavior 5 Focus on Interests, Not Positions -- Behavior 6 Test Assumptions and Inferences -- Behavior 7 Jointly Design Next Steps -- Behavior 8 Discuss Undiscussable Issues -- Summary -- 11.Using Mutual Learning to Improve Other Processes and Techniques -- Using Mutual Learning to Diagnose and Intervene on Other Processes -- Diagnosing and Intervening When Groups Are Using a Process Ineffectively -- Diagnosing and Intervening on Processes That Are Incongruent with Mutual Learning -- Diagnosing and Intervening on Processes That Espouse Mutual Learning: Lean and Other Continuous Improvement Approaches -- Summary -- 12.Diagnosing and Intervening on Emotions--The Group's and Yours -- The Challenge -- How People Generate Emotions -- How Groups Express Emotions -- Managing Your Own Emotions -- Deciding How to Intervene -- Intervening on Emotions -- Helping People Express Emotions Effectively -- Helping People Reduce Defensive Thinking -- Helping the Group Express Positive Emotions -- When People Get Angry with You -- Learning from Your Experiences -- Summary -- pt. THREE Agreeing to Work Together -- 13.Contracting: Deciding Whether and How to Work with a Group -- Why Contract? -- Five Stages of Contracting -- Stage 1 Making Initial Contact with a Primary Client Group Member -- Stage 2 Planning the Facilitation -- Stage 3 Reaching Agreement with the Entire Group -- Stage 4 Conducting the Facilitation -- Stage 5 Completing and Evaluating the Facilitation -- Summary -- 14.Working with a Partner -- Deciding Whether to Partner -- Dividing and Coordinating the Labor -- Allocating Roles within Your Division of Labor -- Developing Healthy Boundaries between You and Your Partner -- Debriefing with Your Partner -- Summary -- 15.Serving in a Facilitative Role in Your Own Organization -- Advantages and Disadvantages of the Internal Facilitative Role -- How Your Internal Facilitative Role Is Shaped -- Shaping Your Facilitative Role -- Changing Your Facilitative Role from the Outside In -- Summary -- pt. FOUR Working with Technology -- 16.Using Virtual Meetings -- Choosing Which Type of Virtual Meeting Technology to Use---If Any -- The Challenges That Virtual Meetings Create -- Designing and Facilitating Virtual Meetings to Meet These Challenges -- Summary.
- 9781119064398 (cloth)
- Includes index.
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