The Skilled Facilitator Fieldbook: Tips, Tools, and Tested Methods for Consultants, Facilitators, Managers, Trainers, and Coaches

✍ Scribed by Schwarz, Roger;Davidson, Anne;Carlson, Peg;McKinney, Sue

• Publisher: Jossey-Bass
• Year: 2005
• Tongue: English
• Leaves: 574
• Series: Jossey Bass Business and Management Series
• Category: Library

✦ Synopsis

The Skilled Facilitator Fieldbookis based on the sameproven principles outlined in Schwarz's groundbreaking book.TheSkilled FacilitatorFieldbookis the next-step resourcethat offers consultants, facilitators, managers, leaders, trainers, coaches, and anyone that works within the field of facilitation, the tools, exercises, models, and stories that will help themdevelop sound responses to a wide range of challenging situations.The book spans the full scope of the successfulSkilledFacilitatorapproach and includes information on how to getstarted and guidance for integrating the approach within existingorganizational structures and processes.

✦ Table of Contents

The Skilled Facilitator Fieldbook......Page 7
Contents......Page 11
Editors, Authors, and Contributors......Page 15
WHAT TO EXPECT......Page 21
WHO THE FIELDBOOK IS FOR......Page 22
HOW THE FIELDBOOK IS ORGANIZED......Page 23
HOW TO USE THE FIELDBOOK TO ENHANCE YOUR LEARNING......Page 24
PART ONE: Understanding the Skilled Facilitator Approach......Page 29
WHAT IS GROUP FACILITATION?......Page 31
KEY FEATURES OF THE SKILLED FACILITATOR APPROACH......Page 32
THE EXPERIENCE OF FACILITATION......Page 40
WHAT IS A WORK GROUP?......Page 43
FACTORS CONTRIBUTING TO GROUP EFFECTIVENESS......Page 45
PUTTING THE PIECES TOGETHER......Page 51
THE FACILITATOR ROLE......Page 55
THE FACILITATIVE CONSULTANT ROLE......Page 57
THE FACILITATIVE COACH ROLE......Page 58
THE FACILITATIVE LEADER ROLE......Page 59
SERVING IN MULTIPLE FACILITATIVE ROLES......Page 60
YOUR THEORIES OF ACTION......Page 61
UNILATERAL CONTROL MODEL......Page 64
GIVE-UP-CONTROL MODEL......Page 68
MUTUAL LEARNING MODEL......Page 69
DEFINITIONS AND APPLICATIONS......Page 89
LEARNING TO USE THE GROUND RULES......Page 95
STEPS IN THE CYCLE......Page 97
USING THE DIAGNOSIS-INTERVENTION CYCLE WITH OTHER FRAMES......Page 100
CONCLUSION......Page 101
BASIC PRINCIPLES OF SYSTEMS THINKING......Page 103
THE LAWS ARE INTERRELATED......Page 113
CONTRACTING PRINCIPLES......Page 117
CONTRACTING STAGES......Page 118
USING CONTRACTING IN OTHER FACILITATIVE ROLES......Page 126
PART TWO: Starting Out......Page 129
Chapter 9: Jointly Designing the Purpose and Process for a Conversation......Page 131
THREE LEVELS OF GROUP PROCESS......Page 135
DESIGN SELECTION CRITERIA......Page 138
SAMPLE DESIGN B: BOARD OF COMMISSIONERS RETREAT......Page 139
WHAT CAN BE ACCOMPLISHED WITH BASIC FACILITATION?......Page 143
LIMITATIONS......Page 144
AN EXAMPLE......Page 145
SOME RULES OF THUMB FOR GENERATING TIME ESTIMATES......Page 147
WHAT TO DO WHEN THINGS TAKE LONGER THAN ANTICIPATED......Page 149
INTRODUCTIONS......Page 153
GUIDELINES FOR WORKING TOGETHER......Page 154
Chapter 14: Introducing the Ground Rules and Principles in Your Own Words......Page 159
DIAGNOSING GROUP ISSUES......Page 163
STEPS FOR INTRODUCING THE GEM......Page 164
WHAT IF YOU MAKE THE WRONG DIAGNOSIS OR START IN THE WRONG PLACE?......Page 169
START WITH A SENTENCE PROMPT......Page 173
USE QUESTIONS THROUGHOUT THE DISCUSSION TO HELP PEOPLE UNCOVER INTERESTS......Page 174
A DIFFERENT VIEW OF VISION......Page 177
EMPHASIZING VALUES AND PURPOSE......Page 179
THE PURPOSE OR VALUES ( AND MAYBE VISION) INTERVENTION......Page 180
RESULTS......Page 183
Chapter 18: Helping Groups Clarify Roles and Expectations......Page 187
THE POWER OF THE INTERVENTION......Page 188
STEPS OF THE INTERVENTION......Page 189
CHANGES AND ADAPTATIONS TO THE INTERVENTION......Page 192
WHAT ARE WORK GROUPS AND TEAMS?......Page 199
WHY IS TSF SO POWERFUL?......Page 200
HOW DID TSF HELP A TEAM-BASED ORGANIZATION?......Page 201
HOW DOES TSF STRENGTHEN TEAM CHARTERING?......Page 202
WILL THE SAME PROCESS WORK WITH TOP MANAGEMENT TEAMS?......Page 206
APPLYING THE GROUND RULES......Page 209
WHY BOTHER?......Page 212
PART THREE: Deepening Your Practice......Page 215
DIAGNOSIS......Page 217
CHANGING YOUR OWN CONVERSATION......Page 219
INTERVENING......Page 220
OPPORTUNITIES TO PRACTICE......Page 223
CLEARING YOUR MIND: THE INTERNAL WORK NEEDED TO DIAGNOSE AT THE SPEED OF CONVERSATION......Page 225
THE DIAGNOSIS-INTERVENTION CYCLE......Page 229
GROUND RULES......Page 231
Chapter 24: Reducing the Skilled Facilitator Jargon......Page 235
TREAT SURPRISES AS GIFTS......Page 239
GOOD LINES COME FROM GOOD LISTENING......Page 240
DON’T BE AFRAID TO TAKE THE OBVIOUS ROUTE......Page 241
INCORPORATE MISTAKES INTO THE GROUP’S EXPERIENCE AND LEARNING......Page 242
TRUST THE PROCESS; DON’T CONTROL IT......Page 243
THE LIMITS OF USING ONLY THE GROUND RULES......Page 245
DEEPENING YOUR UNDERSTANDING OF THE GROUND RULES......Page 247
CONCLUSION......Page 262
WRITING A LEFT-HAND COLUMN CASE......Page 263
ANALYZING THE CASE......Page 265
PART FOUR: Facing Challenges......Page 275
WHY HAVE RISKY CONVERSATIONS?......Page 277
HOW TO HAVE A RISKY CONVERSATION......Page 278
MOMENTS OF TRUTH......Page 280
BEGINNING A RISKY CONVERSATION......Page 281
WHY IT’S HARD TO SEE OUR CONTRIBUTIONS......Page 283
HOW WE CONTRIBUTE TO PROBLEMS......Page 284
LEARNING ABOUT OUR CONTRIBUTIONS TO PROBLEMS......Page 285
BEING DIRECT......Page 289
STRATEGY FOR EFFECTIVE DELIVERY......Page 292
THE DANGERS OF BEING POLITE......Page 293
OUR MANTRA: MOVE TOWARD THE CONFLICT......Page 294
OUR EXPERIENCES OVER TIME......Page 295
RESPONDING TO SILENCE......Page 297
DEALING WITH INTERRUPTIONS......Page 298
ENABLING MEMBERS TO TALK TO EACH OTHER......Page 299
WHEN GROUP MEMBERS APPROACH YOU......Page 301
UNDERSTANDING THEIR CONCERNS AND YOURS......Page 302
IT WORKS BOTH WAYS......Page 303
PART FIVE: Seeking Your Path......Page 305
JOURNEYING INTO DEEPER SELF-AWARENESS......Page 307
TIPS FOR FINDING YOUR VOICE......Page 309
CONCLUSION......Page 312
Chapter 34: Being a Mutual Learner in a Unilaterally Controlling World......Page 315
SEEKING SUPPORT FOR CHANGING YOUR BEHAVIOR......Page 316
YOU CAN CHANGE ONLY YOU......Page 317
NO GUARANTEES FOR SUCCESS......Page 318
SEEKING YOUR OWN BEST PATH......Page 319
A DISMAL FIRST ATTEMPT......Page 321
A MORE SUCCESSFUL ATTEMPT......Page 322
A SUCCESSFUL APPROACH IN A LARGE ORGANIZATION......Page 323
THE POWER OF MODELING NEW BEHAVIORS AND BELIEFS......Page 325
PETER’S EXPLANATION......Page 327
STAFF COMMENTS......Page 330
PETER’S CONCLUSION......Page 331
Chapter 37: A Carp in the Land of Koi......Page 333
PART SIX: Leading and Changing Organizations......Page 335
Chapter 38: Daily Challenges of a Facilitative Leader......Page 337
ENTHUSIASM OUTPACES COMPETENCE......Page 343
UNILATERALLY IMPLEMENTING A JOINT APPROACH......Page 344
PERFORMANCE MANAGEMENT......Page 346
ELEMENTS OF CHANGE......Page 347
UNDOING THE TEAM CONSENSUS......Page 351
PIECING TOGETHER THE SYSTEM......Page 353
WHAT IS IT ABOUT A BOSS?......Page 359
TALKING WITH YOUR BOSS......Page 360
Chapter 42: How to Stop Contributing to Your Boss’s and Your Own Ineffectiveness......Page 363
CONTRIBUTING TO THE PROBLEMS YOU COMPLAIN ABOUT......Page 364
HOW TO STOP CONTRIBUTING TO YOUR BOSS’S INEFFECTIVENESS......Page 365
DEVELOPING LEADERS AND ORGANIZATIONS......Page 367
CHALLENGES FOR INDIVIDUALS, GROUPS, AND ORGANIZATIONS......Page 372
SPECIAL CHALLENGES FOR FACILITATORS......Page 374
CRITICAL SUCCESS FACTORS......Page 375
Chapter 44: Guidelines for Theoryin-Use Interventions......Page 377
EXAMPLE: INTERVENING ON TOM’S THEORY-IN-USE......Page 378
THE INTERVENTION PROCESS......Page 380
GENERAL PRINCIPLES FOR THEORY-IN-USE INTERVENTIONS......Page 384
BACKGROUND......Page 389
COMPANYWIDE ROLLOUT......Page 390
CHALLENGES TO SUSTAINED LEARNING......Page 391
FAILING FORWARD......Page 392
Chapter 46: From Learning to Lead to Leading to Learn......Page 395
LEARNING TO LEAD......Page 396
THE LAURINBURG EXPERIENCE......Page 397
CONTINUING CHALLENGES......Page 400
RECOMMENDATIONS......Page 402
Chapter 47: Reflections of a Somewhat Facilitative Leader......Page 405
CLASS AND POWER......Page 406
REFUSALS OR INADEQUACIES......Page 407
EVERYDAY DECISION MAKING......Page 408
SUMMING UP......Page 409
Chapter 48: Integrating the Skilled Facilitator Approach with Organizational Policies and Procedures......Page 411
TYPICAL ORGANIZATIONAL PRACTICES......Page 412
WHAT ARE THE CONSEQUENCES OF THESE PRACTICES?......Page 413
INTEGRATING ORGANIZATIONAL PRACTICES WITH THE SKILLED FACILITATOR APPROACH......Page 415
Chapter 49: 360-Degree Feedback and the Skilled Facilitator Approach......Page 419
EXAMPLES OF DILEMMAS WITH 360-DEGREE FEEDBACK......Page 420
IDENTIFYING THE PROBLEMS......Page 422
LAYING THE GROUNDWORK......Page 425
USING THE SKILLED FACILITATOR APPROACH TO REDESIGN 360-DEGREE FEEDBACK......Page 426
Chapter 50: Implementing a 360-Degree Feedback System......Page 431
Chapter 51: Do Surveys Provide Valid Information for Organizational Change?......Page 437
COMPONENTS OF SURVEY-GUIDED DEVELOPMENT......Page 438
CONCLUSION......Page 440
THE MULTINATIONAL REALITY......Page 441
SURPRISING REACTIONS IN RUSSIA......Page 442
ADDRESSING THE DILEMMAS......Page 444
TESTING ASSUMPTIONS AND CONTINUING THE CONVERSATION......Page 445
PART SEVEN: Integrating the Skilled Facilitator Approach in Your Worklife (and Non-Worklife)......Page 447
Chapter 53: The Drama Triangle......Page 449
DRAMA TRIANGLE ROLES......Page 450
THE DRAMA TRIANGLE AND UNILATERAL CONTROL DESIGNS......Page 453
BEING HELPFUL AND AVOIDING THE DRAMA TRIANGLE......Page 456
Chapter 54: Using Creative and Survival Cycles to See and Shift Mental Models......Page 461
Chapter 55: The Skilled Facilitator Approach and the Myers-Briggs Type Indicator......Page 465
WHAT IS THE MBTI?......Page 466
HOW CAN TYPE BE USED WITH THE SKILLED FACILITATOR APPROACH?......Page 468
ARE THERE PROBLEMS WITH INTEGRATING MBTI AND THE SKILLED FACILITATOR APPROACH?......Page 472
THE SYSTEMS THINKING APPROACH......Page 475
AN EXAMPLE: ABC FINANCIAL SERVICES......Page 477
APPLYING SYSTEMS THINKING WITH THE SKILLED FACILITATOR APPROACH......Page 481
CONCLUSION......Page 484
WHAT IS COACHING, AND WHY COACH?......Page 485
THE FACILITATIVE COACH MODEL......Page 487
THE FOUR EXTERIOR FACETS OF COACHING......Page 489
THE FOUNDATION AND INTERIOR FACETS OF COACHING......Page 497
CELEBRATING CREATIVE, PURPOSEFUL RESULTS......Page 502
A FINAL WORD......Page 504
Chapter 58: Becoming a Facilitative Trainer......Page 507
BECOMING A FACILITATIVE TRAINER......Page 508
THE FACILITATIVE TRAINER APPROACH IN ACTION......Page 510
CONCLUSION......Page 522
WHAT IS DIFFERENT ABOUT FACILITATIVE CONSULTING......Page 523
AN EXAMPLE: IDENTIFYING AND DEVELOPING VALUES IN AN ORGANIZATION......Page 525
FACILITATIVE CONSULTING......Page 531
TEACHING THE DIAGNOSIS-INTERVENTION CYCLE TO MY CHILDREN......Page 533
REWARDING CHILDREN FOR USING FACILITATIVE SKILLS......Page 535
DECREASING CONFLICT WITH FACILITATION SKILLS......Page 536
USING THE SKILLED FACILITATOR APPROACH TO HELP CHILDREN MAKE SENSE OF THE WORLD......Page 537
Chapter 61: Running for Office in a Unilaterally Controlling World......Page 539
TAKING A POSITION......Page 540
FUNDRAISING......Page 541
A HOPEFUL FINISH......Page 542
Chapter 62: Using the Facilitative Leader Approach in Public Office......Page 543
USING THE GROUND RULES TO CRAFT MENTAL HEALTH LEGISLATION......Page 544
GROUND RULES AT WORK FOR ELECTED OFFICIALS......Page 546
CHANGE BEGINS WITH YOURSELF......Page 549
THE CHANGE PROCESS IS NOT LINEAR......Page 550
MAKE THE APPROACH YOUR OWN......Page 551
MAKE A CHOICE ABOUT HOW EXTENSIVELY TO USE THE APPROACH......Page 552
LEARN WITH OTHERS......Page 553
Acknowledgments......Page 555
Index......Page 557
About Roger Schwarz & Associates......Page 573

✦ Subjects

Business;Leadership;Language;Communication;Management