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Real organizational change isn't brought about by decree, pressure, permission, or even persuasion. Sustained change comes when people are passionately and personally committed to a future that they have helped to shape. If you want to turn your organization's cynics into owners, give them a voice in the decisions that impact their work. Consensus Through Conversation shows how. Consensus is a cooperative process in which all of a group's members develop and agree to actively support a decision. It's not mere acquiescence--consensus goes several steps beyond, transforming people from resigned…mehr
Real organizational change isn't brought about by decree, pressure, permission, or even persuasion. Sustained change comes when people are passionately and personally committed to a future that they have helped to shape. If you want to turn your organization's cynics into owners, give them a voice in the decisions that impact their work. Consensus Through Conversation shows how. Consensus is a cooperative process in which all of a group's members develop and agree to actively support a decision. It's not mere acquiescence--consensus goes several steps beyond, transforming people from resigned instruction-followers to dedicated champions of an idea. Larry Dressler shows you exactly how to prepare for a successful consensus-building process, takes you step-by-step through that process, and offers tips for success and traps to avoid. Throughout, he provides a host of tools and examples that make this an eminently practical and immediately useful guide. Consensus Through Conversation will give you the tools you need to use consensus effectively in your organization. It is a handy, vital reference that you will turn to again and again in your efforts to tackle high stakes issues, make high quality decisions, and build enthusiasm and commitment to action.
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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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