Whether you facilitate meetings for a living or simply as part of your job, you ve surely found yourself standing in the fire at the center of a group that is polarized, angry, fearful, and confused. Veteran facilitator Larry Dressler has found that what makes the crucial difference in these situations is the leader s presence. You have to master a way of being that allows you to remain effective no matter how hot things get. Dressler shows how to cultivate six stances mental, emotional, and physical that will keep you steady, impartial, purposeful, compassionate, and good-humored,. Drawing on…mehr
Whether you facilitate meetings for a living or simply as part of your job, you ve surely found yourself standing in the fire at the center of a group that is polarized, angry, fearful, and confused. Veteran facilitator Larry Dressler has found that what makes the crucial difference in these situations is the leader s presence. You have to master a way of being that allows you to remain effective no matter how hot things get. Dressler shows how to cultivate six stances mental, emotional, and physical that will keep you steady, impartial, purposeful, compassionate, and good-humored,. Drawing on his own experiences and the insights of thirty-five distinguished practitioners, he helps you keep your cool and make the kind of inventive, split-second decisions these pressure-cooker situations demand.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
For more than fifteen years, Larry Dressler has designed and facilitated conversations and learning experiences that elicit new insights and inspire action in organizations. He is sought out by executive leaders as a trusted advisor on how to weave candor, commitment, collaboration and continuous learning into the fabric of the workplace. As the founder of Blue Wing Consulting, Larry has traveled throughout the country speaking, consulting, and connecting with people who embody what he calls “Wide-Awake LeadershipTM.” He has worked with a wide variety of organizations, including Nissan Motors, USC University Hospital, Starbucks, Washington Department of Ecology, Pediatric AIDS Foundation, U.S. Federal Protective Services, and Cisco Systems. Described by clients as a “gentle instigator of breakthrough conversations,” Larry’s work has brought him to interesting places including the headquarters of companies in 30 industries, a “circus school” in Colorado, the Ecuadorian Amazon, and Skid Row, Los Angeles. Whether in a corporate boardroom, on a factory floor or underneath a rainforest canopy, Larry’s special talent for posing powerful questions and setting collaboration in motion is at the heart of his work. Larry’s education combines the disciplines of social psychology and business strategy. He earned his BA degree in Sociology from UCLA and an MBA from the UCLA Anderson Graduate School of Management. He has also completed post-graduate coursework in Organizational Psychology. He lives with his wife, Linda in Boulder, Colorado.
Inhaltsangabe
Foreword by Pierre Gagnon Preface INTRODUCTION: THE NEW RULES OF DECISION-MAKING CHAPTER 1: WHAT IS CONSENSUS? Consensus Defined Beliefs That Guide Consensus Choosing the Right Decision-Making Approach Alternatives to Consensus Common Misconceptions Consensus in Action CHAPTER 2: HOW DO I PREPARE? Determine Whether Consensus Is a Good Fit Decide Who to Involve in the Decision Enlist a Skilled Facilitator Clarify the Group s Scope and Authority Educate Group Members Develop an Agenda Gather the Relevant Information Start the Meeting Off Right CHAPTER 3: WHAT ARE THE BASIC STEPS? Step One: Define the Issue Step Two: Establish Decision Criteria Step Three: Craft the Proposal Step Four: Test for Consensus Step Five: Reach Agreement CHAPTER 4: HOW DO I WORK WITH DISAGREEMENT? Using Consensus Cards Expressing and Resolving Legitimate Concerns Dealing with Opposition or Blocks CHAPTER 5: SIX TRAPS THAT UNDERMINE CONSENSUS Member Absence from Critical Meetings Grandstanding Members Obstructive Blocking Pressuring Members to Conform (Coercive Tactics) Group Fatigue and/or Frustration Silent Members CHAPTER 6: TEN TIPS FOR BETTER CONSENSUS MEETINGS Set Clear Ground Rules Use a Group Memory Distinguish Must from Want Criteria Use Silence and Pauses Assign Questions and Tasks to Breakout Groups Put Discussion in a Fishbowl Stack Participants Take a Break Use Technology Wisely Evaluate the Meeting CHAPTER 7: TOWARD HIGH-COMMITMENT DECISIONS Return to the Roots of Consensus Remember the Words of My Teachers Reconnect with My Purpose and Values Resource Guide Index About the Author
Foreword by Pierre Gagnon Preface INTRODUCTION: THE NEW RULES OF DECISION-MAKING CHAPTER 1: WHAT IS CONSENSUS? Consensus Defined Beliefs That Guide Consensus Choosing the Right Decision-Making Approach Alternatives to Consensus Common Misconceptions Consensus in Action CHAPTER 2: HOW DO I PREPARE? Determine Whether Consensus Is a Good Fit Decide Who to Involve in the Decision Enlist a Skilled Facilitator Clarify the Group s Scope and Authority Educate Group Members Develop an Agenda Gather the Relevant Information Start the Meeting Off Right CHAPTER 3: WHAT ARE THE BASIC STEPS? Step One: Define the Issue Step Two: Establish Decision Criteria Step Three: Craft the Proposal Step Four: Test for Consensus Step Five: Reach Agreement CHAPTER 4: HOW DO I WORK WITH DISAGREEMENT? Using Consensus Cards Expressing and Resolving Legitimate Concerns Dealing with Opposition or Blocks CHAPTER 5: SIX TRAPS THAT UNDERMINE CONSENSUS Member Absence from Critical Meetings Grandstanding Members Obstructive Blocking Pressuring Members to Conform (Coercive Tactics) Group Fatigue and/or Frustration Silent Members CHAPTER 6: TEN TIPS FOR BETTER CONSENSUS MEETINGS Set Clear Ground Rules Use a Group Memory Distinguish Must from Want Criteria Use Silence and Pauses Assign Questions and Tasks to Breakout Groups Put Discussion in a Fishbowl Stack Participants Take a Break Use Technology Wisely Evaluate the Meeting CHAPTER 7: TOWARD HIGH-COMMITMENT DECISIONS Return to the Roots of Consensus Remember the Words of My Teachers Reconnect with My Purpose and Values Resource Guide Index About the Author
Rezensionen
In this wise and stimulating book, Dressler draws on his rich experience to show us how to bring our personal best to facilitating polarized group situations. William Ury, coauthor of Getting to Yes and author of The Power of a Positive No
An invaluable companion for all those who train, facilitate, run, or design high-stakes meeings Dressler s well of wisdom is awe-inspiring. Susan Scott, author of Fierce Conversations and Fierce Leadership
A book for anyone who feels called to stand in hard places and help people find life-giving ways to proceed. Parker Palmer, author of A Hidden Wholeness, Let Your Life Speak, and The Courage to Teach
Practical, insightful, and filled with entertaining stories. I recommend this book for anyone working in the arena of public engagement and deliberation. Sandy Heierbacher, Director, National Coalition for Dialogue and Deliberation
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