"synopsis" may belong to another edition of this title.
1. Why do you think leaders and managers need to learn the role of facilitator?
2. How is the role of facilitator distinguished from the roles of leader and manager?
3. Why is task the central element of the facilitation?
4. How might you use yourself as an instrument to help your group? What would that really look like or feel like?
5. Consider a work group to which you belong. How might you assess the level of interdependence present in the group? What could you do to help the group increase the level of interdependence?
6. What might you do to help a group make a good decision?
7. What boundaries have you encountered recently in one of your work groups? For each boundary you name, describe: a. what you could do to help people clarify the boundary; and b. whether the boundary should be maintained or pushed.
8. Consider a change at work you and others have experienced. Did you adapt to the change more quickly, about the same, or more slowly than others? Why do you think you made this choice?
* What practical suggestions in the book have helped you deal with some of your more pressing issues?
Suggestions for Further Reading: * Bell, Chip R., Managers As Mentors * Blanchard, Ken; Carlos, John; and Randolph, Alan; Empowerment Takes More Than a Minute * Lundin, William and Kathleen, The Healing Manager * McLagan, Patricia, and Krembs, Peter, On The Level: Performance Communication that Works Courtesy of Berrett-Koehler Publishers
BERRETT-KOEHLER STUDY GUIDE
"About this title" may belong to another edition of this title.
Shipping:
FREE
Within U.S.A.
Book Description Condition: New. Book is in NEW condition. 0.5. Seller Inventory # 157675054X-2-1
Book Description Paperback. Condition: New. 1968th ed. Ships in a BOX from Central Missouri! UPS shipping for most packages, (Priority Mail for AK/HI/APO/PO Boxes). Seller Inventory # 000399023N
Book Description Condition: New. New! This book is in the same immaculate condition as when it was published 0.5. Seller Inventory # 353-157675054X-new
Book Description Soft Cover. Condition: new. Seller Inventory # 9781576750544
Book Description Condition: New. Brand New. Seller Inventory # 9781576750544
Book Description Condition: New. Seller Inventory # 541861-n
Book Description Condition: New. pp. 272. Seller Inventory # 2614423433
Book Description Paperback. Condition: Brand New. 1968th ed. edition. 248 pages. 9.75x6.25x0.75 inches. In Stock. Seller Inventory # 157675054X
Book Description Condition: New. Seller Inventory # 541861-n
Book Description Paperback. Condition: new. Paperback. Offers a practical, effective program to help transform leaders and managers in all types of organizations into skilled facilitatorsTeaches managers the facilitation skills they need to help their organizations improve productivityIncludes real-life examples from manufacturing, telecommunications, health care, education, retail and other service businesses, and government and other non-profit organizationsToday's managers are confronted with increasing pressure to produce more with fewer resources. In this pressure-packed environment, managers are finding that the old "direct-and-control" model simply does not work. People need more freedom to make decisions, respond quickly to their customers, and work together more effectively. Successful managers have learned how to use the role of facilitator to help people exercise this freedom to produce the results needed by their organizations.Managers As Facilitators presents a new, easy-to-understand model of facilitation that focuses on getting work done. It provides practical guidance for managers and leaders who need to be successful in this new role. Weaver and Farrell show managers how to use themselves in new ways, capitalize on group dynamics, and build effective work processes. They explain that to become a successful facilitator, one must recognize and use the four key elements of the facilitation model-1. Task- Facilitators are clear about the work that groups must complete; task drives the actions of effective facilitators.2. Self- Facilitators learn how to use themselves to help groups complete their tasks; facilitators do this by both using their own personal thoughts and feelings as a "barometer" for groups and modeling the types of behavior expected from others.3. Group- Facilitators help groups understand the difference between normal interactions and those that are a problem; facilitators also help groups capitalize on conflict, rather than be disabled by it.4. Process- Facilitators use three fundamental processes to help groups- planning, solving problems, and completing work; facilitators are skilled with a number of facilitation tools, using them to help groups run effective meetings, finish projects, etc.Managers As Facilitators offers readers practical ways to manage change and organizational boundaries to achieve the results they want. The authors explain how individuals, groups, and organizations experience change and work with boundaries-and what facilitators do to help. The book's final chapter synthesizes all the material by presenting "Quick Fixes" to common problems. Managers As Facilitators presents a new, easy-to-understand model of facilitation that focuses on getting work done. It provides practical guidance for managers and leaders, showing them how to use themselves in new ways, capitalise on group dynamics, and build effective work processes. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability. Seller Inventory # 9781576750544