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11077nam a22003977a 4500 |
| 003 - CONTROL NUMBER IDENTIFIER |
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| control field |
CITU |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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| control field |
20230221102645.0 |
| 007 - PHYSICAL DESCRIPTION FIXED FIELD--GENERAL INFORMATION |
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cr an aaaaa |
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| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781119064411 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781119064398 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781119176572 |
| 041 ## - LANGUAGE CODE |
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| Language code of text/sound track or separate title |
eng. |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.45 |
| Edition number |
23 |
| 100 1# - MAIN ENTRY--PERSONAL NAME |
|---|
| Preferred name for the person |
Schwarz, Roger M. |
| Dates associated with a name |
1956- |
| Relator term |
author |
| 245 ## - TITLE STATEMENT |
|---|
| Title |
The skilled facilitator : |
| Remainder of title |
a comprehensive resource for consultants, facilitators, coaches, and trainers / |
| Statement of responsibility, etc |
Roger M. Schwarz. |
| 250 ## - EDITION STATEMENT |
|---|
| Edition statement |
Third edition. |
| 264 #1 - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
|---|
| Place of publication, distribution, etc |
Hoboken, New Jersey: |
| Name of publisher, distributor, etc |
Jossey-Bass, A Wiley Brand, |
| Date of publication, distribution, etc |
[2017] |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
1 online resource (416 pages) : |
| Other physical details |
illustrations. |
| 336 ## - CONTENT TYPE |
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| Source |
rdacontent |
| Content type term |
text |
| Content type code |
txt |
| 337 ## - MEDIA TYPE |
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| Source |
rdamedia |
| Media type term |
computer |
| Media type code |
c |
| 338 ## - CARRIER TYPE |
|---|
| Source |
rdacarrier |
| Carrier type term |
online resource |
| Carrier type code |
cr |
| 490 ## - SERIES STATEMENT |
|---|
| Series statement |
Jossey-Bass business & management series. |
| 500 ## - GENERAL NOTE |
|---|
| General note |
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. |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
|---|
| Bibliography, etc |
Includes bibliographical references and index. |
| 505 ## - CONTENTS |
|---|
| Formatted contents note |
TABLE OF CONTENTS<br/>Preface to the Third Edition xvii<br/><br/>What The Skilled Facilitator is About xvii<br/><br/>Who This Book is For xix<br/><br/>How the Book is Organized xix<br/><br/>Features of the Book xxii<br/><br/>What’s Different in the Third Edition xxiii<br/><br/>Part One The Foundation 1<br/><br/>1 The Skilled Facilitator Approach 3<br/><br/>The Need for Group Facilitation 3<br/><br/>Most People Who Need to Facilitate Aren’t Facilitators 3<br/><br/>Is This Book for You? 4<br/><br/>The Skilled Facilitator Approach 8<br/><br/>Experiencing the Skilled Facilitator Approach 10<br/><br/>Making the Skilled Facilitator Approach Your Own 11<br/><br/>Summary 12<br/><br/>2 The Facilitator and Other Facilitative Roles 13<br/><br/>Choosing a Facilitative Role 13<br/><br/>Basic and Developmental Types of Roles 23<br/><br/>Serving in Multiple Facilitative Roles 25<br/><br/>When It’s Appropriate to Leave the Role of Facilitator 25<br/><br/>The Group is Your Client 28<br/><br/>What is Your Responsibility for the Group’s Results? 29<br/><br/>Summary 33<br/><br/>3 How You Think is How You Facilitate: How Unilateral Control Undermines Your Ability to Help Groups 35<br/><br/>How You Think: Your Mindset as an Operating System 36<br/><br/>Two Mindsets: Unilateral Control and Mutual Learning 37<br/><br/>How You Think is Not How You Think You Think 37<br/><br/>The CIO Team Survey Feedback Case 38<br/><br/>The Unilateral Control Approach 41<br/><br/>Values of the Unilateral Control Mindset 41<br/><br/>Assumptions of the Unilateral Control Mindset 45<br/><br/>Unilateral Control Behaviors 46<br/><br/>Results of Unilateral Control 50<br/><br/>Give-Up-Control Approach 55<br/><br/>How Unilateral Control Reinforces Itself 55<br/><br/>How Did We Learn Unilateral Control? 56<br/><br/>Moving from Unilateral Control to Mutual Learning 57<br/><br/>Summary 58<br/><br/>4 Facilitating with the Mutual Learning Approach 59<br/><br/>The Mutual Learning Approach 59<br/><br/>Values of the Mutual Learning Mindset 61<br/><br/>Assumptions of the Mutual Learning Mindset 75<br/><br/>Mutual Learning Behaviors 77<br/><br/>Results of Mutual Learning 80<br/><br/>The Reinforcing Cycles of Mutual Learning 84<br/><br/>Are There Times When Unilateral Control is the Better Approach? 85<br/><br/>Summary 86<br/><br/>5 Eight Behaviors for Mutual Learning 87<br/><br/>Using the Eight Behaviors 87<br/><br/>Behavior 1: State Views and Ask Genuine Questions 89<br/><br/>Behavior 2: Share All Relevant Information 94<br/><br/>Behavior 3: Use Specific Examples and Agree on What Important Words Mean 97<br/><br/>Behavior 4: Explain Reasoning and Intent 99<br/><br/>Behavior 5: Focus on Interests, Not Positions 101<br/><br/>Behavior 6: Test Assumptions and Inferences 103<br/><br/>Behavior 7: Jointly Design Next Steps 114<br/><br/>Behavior 8: Discuss Undiscussable Issues 117<br/><br/>Learning to Use the Behaviors 119<br/><br/>Summary 120<br/><br/>6 Designing and Developing Effective Groups 121<br/><br/>How a Team Effectiveness Model Helps You and the Teams and Groups You Work With 122<br/><br/>The Difference between Teams and Groups—and Why It Matters 122<br/><br/>How Interdependence Affects Your Work with Teams and Groups 127<br/><br/>The Team Effectiveness Model 128<br/><br/>What’s Your Mindset as You Design? 132<br/><br/>Team Structure, Process, and Context 133<br/><br/>Team Structure 134<br/><br/>Team Process 139<br/><br/>Team Context 143<br/><br/>Interorganizational Teams and Groups 150<br/><br/>Helping Design or Redesign a Team or Group 150<br/><br/>Summary 153<br/><br/>Part Two Diagnosing and Intervening with Groups 155<br/><br/>7 Diagnosing and Intervening with Groups 157<br/><br/>What You Need to Diagnose 158<br/><br/>What You Need to Intervene 160<br/><br/>The Mutual Learning Cycle 160<br/><br/>Summary 163<br/><br/>8 How to Diagnose Groups 165<br/><br/>Step 1: Observe Behavior 165<br/><br/>Step 2: Make Meaning 171<br/><br/>Step 3: Choose Whether, Why, and How to Intervene 178<br/><br/>Challenges in Diagnosing Behavior and How to Manage Them 186<br/><br/>Summary 192<br/><br/>9 How to Intervene with Groups 193<br/><br/>Key Elements of the Intervention Steps 193<br/><br/>Using the Mutual Learning Cycle to Intervene: An Example 196<br/><br/>Step 4: Test Observations 198<br/><br/>Step 5: Test Meaning 200<br/><br/>Step 6: Jointly Design Next Steps 203<br/><br/>How to Move through the Intervention Steps 205<br/><br/>Choosing Your Words Carefully 209<br/><br/>Summary 212<br/><br/>10 Diagnosing and Intervening on the Mutual Learning Behaviors 213<br/><br/>How Mutual Learning Behaviors Differ from Many Ground Rules 213<br/><br/>Contracting to Intervene on Mutual Learning Behaviors 214<br/><br/>Intervening on the Mutual Learning Behaviors 218<br/><br/>Behavior 1: State Views and Ask Genuine Questions 220<br/><br/>Behavior 2: Share All Relevant Information 220<br/><br/>Behavior 3: Use Specific Examples and Agree on What Important Words Mean 221<br/><br/>Behavior 4: Explain Reasoning and Intent 222<br/><br/>Behavior 5: Focus on Interests, Not Positions 223<br/><br/>Behavior 6: Test Assumptions and Inferences 225<br/><br/>Behavior 7: Jointly Design Next Steps 227<br/><br/>Behavior 8: Discuss Undiscussable Issues 230<br/><br/>Summary 231<br/><br/>11 Using Mutual Learning to Improve Other Processes and Techniques 233<br/><br/>Using Mutual Learning to Diagnose and Intervene on Other Processes 233<br/><br/>Diagnosing and Intervening When Groups are Using a Process Ineffectively 235<br/><br/>Diagnosing and Intervening on Processes That are Incongruent with Mutual Learning 237<br/><br/>Diagnosing and Intervening on Processes That Espouse Mutual Learning: Lean and Other Continuous Improvement Approaches 244<br/><br/>Summary 246<br/><br/>12 Diagnosing and Intervening on Emotions—The Group’s and Yours 249<br/><br/>The Challenge 249<br/><br/>How People Generate Emotions 250<br/><br/>How Groups Express Emotions 252<br/><br/>Managing Your Own Emotions 254<br/><br/>Deciding How to Intervene 256<br/><br/>Intervening on Emotions 259<br/><br/>Helping People Express Emotions Effectively 259<br/><br/>Helping People Reduce Defensive Thinking 259<br/><br/>Helping the Group Express Positive Emotions 265<br/><br/>When People Get Angry with You 267<br/><br/>Learning from Your Experiences 267<br/><br/>Summary 268<br/><br/>Part Three Agreeing to Work Together 269<br/><br/>13 Contracting: Deciding Whether and How to Work with a Group 271<br/><br/>Why Contract? 272<br/><br/>Five Stages of Contracting 272<br/><br/>Stage 1: Making Initial Contact with a Primary Client Group Member 274<br/><br/>Stage 2: Planning the Facilitation 283<br/><br/>Stage 3: Reaching Agreement with the Entire Group 293<br/><br/>Stage 4: Conducting the Facilitation 295<br/><br/>Stage 5: Completing and Evaluating the Facilitation 295<br/><br/>Summary 297<br/><br/>14 Working with a Partner 299<br/><br/>Deciding Whether to Partner 299<br/><br/>Dividing and Coordinating the Labor 306<br/><br/>Allocating Roles within Your Division of Labor 308<br/><br/>Developing Healthy Boundaries between You and Your Partner 310<br/><br/>Debriefing with Your Partner 314<br/><br/>Summary 314<br/><br/>15 Serving in a Facilitative Role in Your Own Organization 317<br/><br/>Advantages and Disadvantages of the Internal Facilitative Role 317<br/><br/>How Your Internal Facilitative Role is Shaped 320<br/><br/>Shaping Your Facilitative Role 321<br/><br/>Changing Your Facilitative Role from the Outside In 329<br/><br/>Summary 330<br/><br/>Part Four Working with Technology 333<br/><br/>16 Using Virtual Meetings 335<br/><br/>Choosing Which Type of Virtual Meeting Technology to Use—If Any 336<br/><br/>The Challenges That Virtual Meetings Create 339<br/><br/>Designing and Facilitating Virtual Meetings to Meet These Challenges 341<br/><br/>Summary 345<br/><br/>Notes 347<br/><br/>Acknowledgments 361<br/><br/>About the Author 363<br/><br/>About Roger Schwarz & Associates’ Work with Clients 365<br/><br/>The Skilled Facilitator Intensive Workshop 367<br/><br/>Index 369 |
| 520 ## - SUMMARY, ETC. |
|---|
| Summary, etc |
Help groups deliver results with an updated approach to facilitation and consulting<br/>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 Six Sigma and Lean, create a psychologically safe learning environment for training, and help coaches work with teams and individuals in real-time. This edition features a new chapter that explains how to facilitate virtual teams using conferencing technology.<br/><br/>Facilitation skills are essential in many kinds of work, and if you are looking to bring your skills up to date it is critical that you rely on trusted information like the knowledge offered in this go-to reference.<br/><br/>Develop the facilitative mentality and skills that enable you to help groups get better results, even in the most challenging situations<br/>Help groups achieve greater performances, stronger working relationships, and higher levels of individual well-being<br/>Quickly develop productive and trusting work relationships with the groups you help<br/>Establish the functions of your facilitative role<br/>Implement a research-based, systematic approach to diagnose and intervene in groups and improve their performance and results<br/>The Skilled Facilitator is a practical resource for corporate, government, non-profit, and educational practitioners, as well as graduate students in group-focused programs. This edition contains up-to-date material, based on recent studies, to help facilitators move beyond arbitrary tactics to utilize cutting edge, research-based strategies that improve group processes, relationships, mindsets, and outcomes. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Communication in management. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Communication in personnel management. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Group facilitation. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Teams in the workplace. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name as entry element |
Conflict management. |
| 655 #0 - INDEX TERM--GENRE/FORM |
|---|
| Genre/form data or focus term |
Electronic books. |
| 856 ## - ELECTRONIC LOCATION AND ACCESS |
|---|
| Link text |
Full text available at Wiley Online Library Click here to view |
| Uniform Resource Identifier |
https://onlinelibrary.wiley.com/doi/book/10.1002/9781119176572 |
| 942 ## - ADDED ENTRY ELEMENTS |
|---|
| Source of classification or shelving scheme |
|
| Item type |
EBOOK |