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Part Four: Working with Technology
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Part Four: Working with Technology
by Roger M. Schwarz
The Skilled Facilitator, 3rd Edition
Cover
Additional Praise for The Skilled Facilitator
Title Page
Copyright
Dedication
Preface to the Third Edition
What The Skilled Facilitator Is About
Who This Book Is For
How the Book Is Organized
Features of the Book
What's Different in the Third Edition
Part One: The Foundation
Chapter One: 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
Chapter Two: 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
Chapter Three: 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
Chapter Four: 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
Chapter Five: 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
Chapter Six: 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?11
Team Structure, Process, and Context12
Team Structure
Team Process
Team Context
Interorganizational Teams and Groups
Helping Design or Redesign a Team or Group
Summary
Part Two: Diagnosing and Intervening With Groups
Chapter Seven: Diagnosing and Intervening with Groups
What You Need to Diagnose
What You Need to Intervene
The Mutual Learning Cycle
Summary
Chapter Eight: 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
Chapter Nine: 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
Chapter Ten: 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
Chapter Eleven: 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
Chapter Twelve: 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
Part Three: Agreeing To Work Together
Chapter Thirteen: 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
Chapter Fourteen: 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
Chapter Fifteen: 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
Part Four: Working with Technology
Chapter Sixteen: 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
Acknowledgments
About the Author
About Roger Schwarz & Associates' Work with Clients
The Skilled Facilitator Intensive Workshop
Index
End User License Agreement
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Chapter Fifteen: Serving in a Facilitative Role in Your Own Organization
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Chapter Sixteen: Using Virtual Meetings
Part Four
Working with Technology
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