The Skilled Facilitator - Roger M Schwarz

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Résumé :

Preface to the Third Edition xvii

What The Skilled Facilitator is About xvii

Who This Book is For xix

How the Book is Organized xix

Features of the Book xxii

What's Different in the Third Edition xxiii

Part One The Foundation 1

1 The Skilled Facilitator Approach 3

The Need for Group Facilitation 3

Most People Who Need to Facilitate Aren't Facilitators 3

Is This Book for You? 4

The Skilled Facilitator Approach 8

Experiencing the Skilled Facilitator Approach 10

Making the Skilled Facilitator Approach Your Own 11

Summary 12

2 The Facilitator and Other Facilitative Roles 13

Choosing a Facilitative Role 13

Basic and Developmental Types of Roles 23

Serving in Multiple Facilitative Roles 25

When It's Appropriate to Leave the Role of Facilitator 25

The Group is Your Client 28

What is Your Responsibility for the Group's Results? 29

Summary 33

3 How You Think is How You Facilitate: How Unilateral Control Undermines Your Ability to Help Groups 35

How You Think: Your Mindset as an Operating System 36

Two Mindsets: Unilateral Control and Mutual Learning 37

How You Think is Not How You Think You Think 37

The CIO Team Survey Feedback Case 38

The Unilateral Control Approach 41

Values of the Unilateral Control Mindset 41

Assumptions of the Unilateral Control Mindset 45

Unilateral Control Behaviors 46

Results of Unilateral Control 50

Give-Up-Control Approach 55

How Unilateral Control Reinforces Itself 55

How Did We Learn Unilateral Control? 56

Moving from Unilateral Control to Mutual Learning 57

Summary 58

4 Facilitating with the Mutual Learning Approach 59

The Mutual Learning Approach 59

Values of the Mutual Learning Mindset 61

Assumptions of the Mutual Learning Mindset 75

Mutual Learning Behaviors 77

Results of Mutual Learning 80

The Reinforcing Cycles of Mutual Learning 84

Are There Times When Unilateral Control is the Better Approach? 85

Summary 86

5 Eight Behaviors for Mutual Learning 87

Using the Eight Behaviors 87

Behavior 1: State Views and Ask Genuine Questions 89

Behavior 2: Share All Relevant Information 94

Behavior 3: Use Specific Examples and Agree on What Important Words Mean 97

Behavior 4: Explain Reasoning and Intent 99

Behavior 5: Focus on Interests, Not Positions 101

Behavior 6: Test Assumptions and Inferences 103

Behavior 7: Jointly Design Next Steps 114

Behavior 8: Discuss Undiscussable Issues 117

Learning to Use the Behaviors 119

Summary 120

6 Designing and Developing Effective Groups 121

How a Team Effectiveness Model Helps You and the Teams and Groups You Work With 122

The Difference between Teams and Groups-and Why It Matters 122

How Interdependence Affects Your Work with Teams and Groups 127

The Team Effectiveness Model 128

What's Your Mindset as You Design? 132

Team Structure, Process, and Context 133

Team Structure 134

Team Process 139

Team Context 143

Interorganizational Teams and Groups 150

Helping Design or Redesign a Team or Group 150

Summary 153

Part Two Diagnosing and Intervening with Groups 155

7 Diagnosing and Intervening with Groups 157

What You Need to Diagnose 158

What You Need to Intervene 160

The Mutual Learning Cycle 160

Summary 163

8 How to Diagnose Groups 165

Step 1: Observe Behavior 1...

Biographie:
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Sommaire:

ROGER SCHWARZ is an organizational psychologist and president and CEO of Roger Schwarz & Associates, Inc., a consulting firm that helps teams create fundamental change to get better results. He facilitates leadership teams and teaches, consults, coaches, and speaks on facilitation, leadership, and developing effective teams. He is the author of Smart Leaders, Smarter Teams and The Skilled Facilitator Fieldbook, and blogs for Harvard Business Review. Contact him at www.schwarzassociates.com or find him on Twitter @LeadSmarter....