The Skilled Facilitator
A Comprehensive Resource for Consultants, Facilitators, Coaches, and Trainers
The Skilled Facilitator
A Comprehensive Resource for Consultants, Facilitators, Coaches, and Trainers
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Help groups deliver results with an updated approach to facilitation and consulting The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Trainers, and Coaches, Third Edition is a fundamental resource for consultants, facilitators, coaches, trainers, and anyone who helps groups realize their creative and problem-solving potential. This new edition includes updated content based on the latest research and revised models of group effectiveness and mutual learning. Roger M. Schwarz shows how to use the Skilled Facilitator approach to: boost improvement processes such as…mehr
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- Produktdetails
- Verlag: John Wiley & Sons / John Wiley & Sons Inc
- Seitenzahl: 416
- Erscheinungstermin: 25. November 2016
- Englisch
- Abmessung: 241mm x 179mm x 32mm
- Gewicht: 829g
- ISBN-13: 9781119064398
- ISBN-10: 1119064392
- Artikelnr.: 42966514
- Verlag: John Wiley & Sons / John Wiley & Sons Inc
- Seitenzahl: 416
- Erscheinungstermin: 25. November 2016
- Englisch
- Abmessung: 241mm x 179mm x 32mm
- Gewicht: 829g
- ISBN-13: 9781119064398
- ISBN-10: 1119064392
- Artikelnr.: 42966514
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 WorkWith 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 165 Step 2: Make Meaning 171 Step 3: Choose Whether,Why, and How
to Intervene 178 Challenges in Diagnosing Behavior and How to Manage Them
186 Summary 192 9 How to Intervene with Groups 193 Key Elements of the
Intervention Steps 193 Using the Mutual Learning Cycle to Intervene: An
Example 196 Step 4: Test Observations 198 Step 5: Test Meaning 200 Step 6:
Jointly Design Next Steps 203 How to Move through the Intervention Steps
205 Choosing Your Words Carefully 209 Summary 212 10 Diagnosing and
Intervening on the Mutual Learning Behaviors 213 How Mutual Learning
Behaviors Differ from Many Ground Rules 213 Contracting to Intervene on
Mutual Learning Behaviors 214 Intervening on the Mutual Learning Behaviors
218 Behavior 1: State Views and Ask Genuine Questions 220 Behavior 2: Share
All Relevant Information 220 Behavior 3: Use Specific Examples and Agree on
What Important Words Mean 221 Behavior 4: Explain Reasoning and Intent 222
Behavior 5: Focus on Interests, Not Positions 223 Behavior 6: Test
Assumptions and Inferences 225 Behavior 7: Jointly Design Next Steps 227
Behavior 8: Discuss Undiscussable Issues 230 Summary 231 11 Using Mutual
Learning to Improve Other Processes and Techniques 233 Using Mutual
Learning to Diagnose and Intervene on Other Processes 233 Diagnosing and
Intervening When Groups Are Using a Process Ineffectively 235 Diagnosing
and Intervening on Processes That Are Incongruent with Mutual Learning 237
Diagnosing and Intervening on Processes That Espouse Mutual Learning: Lean
and Other Continuous Improvement Approaches 244 Summary 246 12 Diagnosing
and Intervening on Emotions--The Group's and Yours 249 The Challenge 249
How People Generate Emotions 250 How Groups Express Emotions 252 Managing
Your Own Emotions 254 Deciding How to Intervene 256 Intervening on Emotions
259 Helping People Express Emotions Effectively 259 Helping People Reduce
Defensive Thinking 259 Helping the Group Express Positive Emotions 265 When
People Get Angry with You 267 Learning from Your Experiences 267 Summary
268 PART THREE Agreeing to Work Together 269 13 Contracting: Deciding
Whether and How to Work with a Group 271 Why Contract? 272 Five Stages of
Contracting 272 Stage 1: Making Initial Contact with a Primary Client Group
Member 274 Stage 2: Planning the Facilitation 283 Stage 3: Reaching
Agreement with the Entire Group 293 Stage 4: Conducting the Facilitation
295 Stage 5: Completing and Evaluating the Facilitation 295 Summary 297 14
Working with a Partner 299 Deciding Whether to Partner 299 Dividing and
Coordinating the Labor 306 Allocating Roles within Your Division of Labor
308 Developing Healthy Boundaries between You and Your Partner 310
Debriefing with Your Partner 314 Summary 314 15 Serving in a Facilitative
Role in Your Own Organization 317 Advantages and Disadvantages of the
Internal Facilitative Role 317 How Your Internal Facilitative Role Is
Shaped 320 Shaping Your Facilitative Role 321 Changing Your Facilitative
Role from the Outside In 329 Summary 330 PART FOUR Working with Technology
333 16 Using Virtual Meetings 335 Choosing Which Type of Virtual Meeting
Technology to Use--If Any 336 The Challenges That Virtual Meetings Create
339 Designing and Facilitating Virtual Meetings to Meet These Challenges
341 Summary 345 Notes 347 Acknowledgments 361 About the Author 363 About
Roger Schwarz & Associates' Work with Clients 365 The Skilled Facilitator
Intensive Workshop 367 Index 369
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 WorkWith 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 165 Step 2: Make Meaning 171 Step 3: Choose Whether,Why, and How
to Intervene 178 Challenges in Diagnosing Behavior and How to Manage Them
186 Summary 192 9 How to Intervene with Groups 193 Key Elements of the
Intervention Steps 193 Using the Mutual Learning Cycle to Intervene: An
Example 196 Step 4: Test Observations 198 Step 5: Test Meaning 200 Step 6:
Jointly Design Next Steps 203 How to Move through the Intervention Steps
205 Choosing Your Words Carefully 209 Summary 212 10 Diagnosing and
Intervening on the Mutual Learning Behaviors 213 How Mutual Learning
Behaviors Differ from Many Ground Rules 213 Contracting to Intervene on
Mutual Learning Behaviors 214 Intervening on the Mutual Learning Behaviors
218 Behavior 1: State Views and Ask Genuine Questions 220 Behavior 2: Share
All Relevant Information 220 Behavior 3: Use Specific Examples and Agree on
What Important Words Mean 221 Behavior 4: Explain Reasoning and Intent 222
Behavior 5: Focus on Interests, Not Positions 223 Behavior 6: Test
Assumptions and Inferences 225 Behavior 7: Jointly Design Next Steps 227
Behavior 8: Discuss Undiscussable Issues 230 Summary 231 11 Using Mutual
Learning to Improve Other Processes and Techniques 233 Using Mutual
Learning to Diagnose and Intervene on Other Processes 233 Diagnosing and
Intervening When Groups Are Using a Process Ineffectively 235 Diagnosing
and Intervening on Processes That Are Incongruent with Mutual Learning 237
Diagnosing and Intervening on Processes That Espouse Mutual Learning: Lean
and Other Continuous Improvement Approaches 244 Summary 246 12 Diagnosing
and Intervening on Emotions--The Group's and Yours 249 The Challenge 249
How People Generate Emotions 250 How Groups Express Emotions 252 Managing
Your Own Emotions 254 Deciding How to Intervene 256 Intervening on Emotions
259 Helping People Express Emotions Effectively 259 Helping People Reduce
Defensive Thinking 259 Helping the Group Express Positive Emotions 265 When
People Get Angry with You 267 Learning from Your Experiences 267 Summary
268 PART THREE Agreeing to Work Together 269 13 Contracting: Deciding
Whether and How to Work with a Group 271 Why Contract? 272 Five Stages of
Contracting 272 Stage 1: Making Initial Contact with a Primary Client Group
Member 274 Stage 2: Planning the Facilitation 283 Stage 3: Reaching
Agreement with the Entire Group 293 Stage 4: Conducting the Facilitation
295 Stage 5: Completing and Evaluating the Facilitation 295 Summary 297 14
Working with a Partner 299 Deciding Whether to Partner 299 Dividing and
Coordinating the Labor 306 Allocating Roles within Your Division of Labor
308 Developing Healthy Boundaries between You and Your Partner 310
Debriefing with Your Partner 314 Summary 314 15 Serving in a Facilitative
Role in Your Own Organization 317 Advantages and Disadvantages of the
Internal Facilitative Role 317 How Your Internal Facilitative Role Is
Shaped 320 Shaping Your Facilitative Role 321 Changing Your Facilitative
Role from the Outside In 329 Summary 330 PART FOUR Working with Technology
333 16 Using Virtual Meetings 335 Choosing Which Type of Virtual Meeting
Technology to Use--If Any 336 The Challenges That Virtual Meetings Create
339 Designing and Facilitating Virtual Meetings to Meet These Challenges
341 Summary 345 Notes 347 Acknowledgments 361 About the Author 363 About
Roger Schwarz & Associates' Work with Clients 365 The Skilled Facilitator
Intensive Workshop 367 Index 369