The Art of Focused Conversation, Second Edition

More Than 100 Ways to Access Group Wisdom in Your Organization
Herausgeber: Stanfield, R Brian; Nelson, Jo

• Broschiertes Buch

Produktbeschreibung

The Art of Focused Conversation is the comprehensive, best-selling, practical guide to group communication and participatory decision-making. Based on over 60 years of meticulous research and proven science, this fully updated and revised edition includes 125 sample conversations that can be adapted to any situation.

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Produktdetails

• Verlag: New Society Publishers
• 2nd Revised edition
• Seitenzahl: 368
• Erscheinungstermin: 10. September 2024
• Englisch
• Abmessung: 226mm x 191mm x 25mm
• Gewicht: 703g
• ISBN-13: 9781774060124
• ISBN-10: 1774060124
• Artikelnr.: 70539302

Autorenporträt

R. Brian Stanfield was a recognized leader in the fields of community development and facilitation. As well as his decades of experience as an educator and researcher, he held the position of Director of Publications at the Canadian Institute of Cultural Affairs for many years. In his career with ICA, he played a role in developing the Technology of Participation (ToP) methods, which are widely used in group facilitation and community work around the world. He was editor of the magazine Edges: New Planetary Patterns, General Editor of the first edition of The Art of Focused Conversation and The Workshop Book, and author of The Courage to Lead. Brian's work made a lasting contribution to the use of participatory practices in facilitation. He died in 2006. Jo Nelson is a Certified ToP Facilitator, a founding member of the International Association of Facilitators (IAF), and an IAF Certified Professional Facilitator Emeritus. She worked globally with the Institute of Cultural Affairs (ICA) for 50 years, facilitating participatory development projects in many countries, and designing and teaching all of ICA Canada's ToP facilitator training programs. She has used and refined the Focused Conversation Method since its inception, was a contributor to the first edition of The Art of Focused Conversation, and is author of The Art of Focused Conversation for Schools and co-author of Getting to the Bottom of ToP: Foundations of the Methodologies of the Technology of Participation. Jo has received several awards for her contributions to the field of facilitation, and has been inducted into the IAF Hall of Fame. Jo Nelson lives in Toronto, Canada.

Inhaltsangabe

Preface
Attributions and Gratitude
Introduction:
Origins of the Method
PART 1: THEORY AND PRACTICE
    Ch. 1. Why Do Organizations Need Conversations?
    Ch. 2. The Focused Conversation Method: An Overview
    Ch. 3. The Structure of the Focused Conversation Method
    Ch. 4. How Science Supports Focused Conversations
    Ch. 5. Preparing a Focused Conversation from Scratch
    Ch. 6. Leading a Focused Conversation
    Ch. 7. Troubleshooting: Common Problems and Suggested Solutions
PART 2: SAMPLE CONVERSATIONS
Introduction to the Sample Conversations
Section A. Conversations for Preparing and Planning
    A1. Preparing a Short Presentation
    A2. Getting Input into Writing a Response to a Book or Article
    A3. Preparing a Group to Write a Progress Report or Status Update
    A4. Preparing a Strategic Presentation on a New Product
    A5. Assessing Marketplace Trends
    A6. Preparing for the Impact of Government Regulations on a Product
    A7. Planning an Organizational Community of Practice
    A8. Preparing the Agenda for a Meeting
    A9. Identifying Key Themes to Discuss at a Subsequent Meeting
    A10. Establishing Priority of Topics to Be Discussed
    A11. Planning an Event
    A12. Working on a Promotional Piece
    A13. Selecting a Theme for an Upcoming Conference
    A14. Preparing a Symbol and Slogan for a Public Campaign
    A15. Designing New Customer Service Procedures
    A16. Preparing for Strategic Planning (Through Reflection)
    A17. Focusing a Group on a Shared Problem
    A18. Introducing a New Training Topic
    A19. Assembling a Budget
    A20. Redesigning Office Space
    A21. Organizing an In-House Special Interest Group
Section B. Decision-Making Conversations
    B1. Deciding Work Priorities
    B2. Determining Program Priorities
    B3. Developing Terms of Reference for a Project Evaluation
    B4. Discussing a Staff Response to a Consultant Report
    B5. Implementing a New Board Policy
    B6. Reworking Office Operating Guidelines
    B7. Making Assignments Within a Team
    B8. Deciding on a Trade Show Strategy
    B9. Reframing a Team's Mission
    B10. Helping a Workmate Think Through a Decision
    B11. Breaking up a Decisional Logjam in a Group
    B12. Dealing with Work Environment Issues
    B13. Identifying Gaps between a Current State and a Future State
Section C. Managing and Supervising Conversations
    C1. Canvassing Employees
    C2. Reviewing Work Descriptions
    C3. Interviewing a Job Applicant
    C4. Conducting a Performance Appraisal
    C5. New Managers' Reflection on Their Leadership Roles
    C6. Musing on a Frustrating Meeting
    C7. Reflecting on a Chaotic Meeting
    C8. Creating Participation Guidelines
    C9. Dealing with Delegation Issues
    C10. Interpreting a Shop Floor Grievance
    C11. Discussing an Unexpected and Disruptive Impact
    C12. Discussing Staff Dissatisfaction
    C13. Naming Market Influences
    C14. Analyzing Sales Statistics
    C15. Highlighting the Comparative Profile of the Firm
    C16. Reflecting on a Transition
    C17. Assessing the Impact of a Training Experience
    C18. Building a Phased Timeline for a Restructuring Project
    C19. Reflecting on Organizational Change
    C20. Analyzing Budget Performance
    C21. Troubleshooting a Stalled Project
    C22. Collaborating on a Supply Program
    C23. Reflecting on a Proposal for Departmental Reorganization
    C24. Reflecting on a Recent Decision
Section D. Conversations for Reviewing and Evaluating
    D1. Reviewing a Workshop
    D2. Reviewing the Day with a Group
    D3. Reviewing a Planning Event
    D4. Reviewing the Year
    D5. Reviewing an Organization's Past
    D6. Reviewing a Consultant's Presentation
    D7: Reviewing a Major Report
    D8. Understanding the Ongoing Effects of Major Event on Individuals
    D9. Discussing an Article
    D10. Evaluating a Proposal
    D11. Evaluating a Course
    D12. Evaluating a Curriculum
    D13. Evaluating the Progress of a Project, or Conducting a Lessons
Learned
    D14. Evaluating a Marketing Campaign
    D15. Analyzing a Product that Failed to Sell
    D16. Evaluating a Service Offering
    D17. Evaluating a New Software Package
    D18. Evaluating a Conference
    D19. Understanding and Applying Expert Recommendations
    D20. Evaluating the Impact of World Events
Section E. Conversations for Coaching and Mentoring
    E1. Coaching a Colleague
    E2. Talking Through a Job Description
    E3. Mentoring a New Employee
    E4. Holding an Employee to Account
    E5. Discussing a Set of Employee Guidelines
    E6. Reflecting on Evaluations with Instructors
    E7. Meditating on a Difficult Situation
    E8. Mentoring a Staff Person about a Family Crisis Affecting Work #1
    E9. Mentoring a Staff Person on a Family Crisis Affecting Work #2
    E10. Processing a Traumatic Event with an Employee
    E11. Inspiring the Team with a Story
    E12. Debriefing a Training Video
    E13. Creating a Practice of Journaling
    E14. Reflecting on One's Life Journey
    E15. Planning for Personal Growth
Section F. Supporting Diversity and Belonging
    F1. Assessing the Diversity of the Organization
    F2. Reviewing Policies to Strengthen Diversity, Equity, and Inclusion
    F3. Planning for Internationally Trained Workers
    F4. Determining Accommodation Needs
    F5. Manager's Reflection on an Employee's Challenge
    F6. Reflecting on a Derogatory Experience
    F7. Support after Derogatory Comments
    F8. Becoming Aware of Microaggressions
    F9. Uncovering Roots of Unconscious Bias
Section G. Resolving Conflict
    G1. Resolving a Personal Conflict
    G2. Personal Reflection on a Conflict
    G3. Responding to a Personal Complaint
    G4. Calming an Upset Customer
    G5. Initiating Dialogue to Understand a Conflict
    G6. Resolving a Dispute
    G7. Solving a Team Conflict
    G8. Resolving a Long-Term Misunderstanding
Section H. Guiding Personal and Celebrative Reflections
    H1. Reflecting on the Day
    H2. Learning from a Life Event
    H3. Facilitator's Internal Reflection While Leading a Group
    H4. Appraising an Additional Assignment
    H5. Reflecting on a Request to Take on a New Assignment
    H6. Celebrating a Great Victory
    H7. Interviewing the Employee of the Month
    H8. Celebrating a Colleague's Birthday
    H9. Celebrating a Colleague's Retirement: A Conversation with the
Person
    H10. Celebrating a Colleague's Retirement: Group Reflection
Section I. Connecting Work and Life
    I1. The After-School Conversation
    I2. Reentry After a Learning Event
    I3. Internal Reflection in a Crisis
    I4. Resolving a Family Dispute
    I5. Processing a Traumatic Event with Family
Appendices
    Appendix 1. Possible Tangible Beginning Points for Focused
Conversations
    Appendix 2. Sample Questions at Each Level
    Appendix 3. The Flow of a Focused Conversation
    Appendix 4. Guide for Preparing a Conversation
    Appendix 5. Focused Conversation Preparation Worksheet
    Appendix 6. Example: A Conversation Plan Using the Worksheet
    Appendix 7. Example: A Conversation with Typical Answers
    Appendix 8. Informal Conversations
    Appendix 9. Using the Focused Conversation Method with Other ToP
Methods
    Appendix 10. Introduction to Image Change
    Appendix 11. Other Methods That Follow the ORID Process
Bibliography
Index
About ICA
About the Authors
About New Society Publishers