The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Managers, Trainers, and Coaches, 2nd Edition

Table of contents

1. Cover Page
2. Title Page
3. Copyright
4. Dedication1
5. Dedication2
6. Contents
7. PREFACE TO THE REVISED EDITION
   1. WHAT THIS BOOK IS ABOUT
   2. WHO THIS BOOK IS FOR
   3. HOW THE BOOK IS ORGANIZED
   4. FEATURES OF THE BOOK
   5. WHAT IS DIFFERENT IN THE SECOND EDITION
8. ACKNOWLEDGMENTS
9. THE AUTHOR
10. PART ONE: HOW FACILITATION HELPS GROUPS
    1. CHAPTER ONE: The Skilled Facilitator Approach
       1. THE NEED FOR GROUP FACILITATION
       2. WHAT IS GROUP FACILITATION?
       3. THE SKILLED FACILITATOR APPROACH
       4. THE EXPERIENCE OF FACILITATION
       5. MAKING THE SKILLED FACILITATOR APPROACH YOUR OWN
       6. SUMMARY
    2. CHAPTER TWO: What Makes Work Groups Effective?
       1. THE GROUP EFFECTIVENESS MODEL
       2. WHAT IS A WORK GROUP?
       3. THREE EFFECTIVENESS CRITERIA: PERFORMANCE, PROCESS, AND PERSONAL
       4. GROUP PROCESS
       5. GROUP STRUCTURE
       6. GROUP CONTEXT
       7. INTERORGANIZATIONAL GROUPS
       8. HOW THE MODEL HELPS FACILITATORS
       9. AUTHORITY AND RESPONSIBILITY: THE LIMITS OF FACILITATION
       10. SUMMARY
    3. CHAPTER THREE: The Facilitator and Other Facilitative Roles
       1. CHOOSING A FACILITATIVE ROLE
       2. SERVING IN MULTIPLE FACILITATIVE ROLES
       3. THE CORE VALUES OF THE SKILLED FACILITATOR APPROACH
       4. THE ROLE OF THE FACILITATOR
       5. BASIC AND DEVELOPMENTAL FACILITATION
       6. THE GROUP IS THE CLIENT
       7. LEAVING THE ROLE OF FACILITATOR
       8. SUMMARY
11. PART TWO: DIAGNOSING BEHAVIOR IN GROUPS
    1. CHAPTER FOUR: Understanding the Theories That Guide Our Actions
       1. THE CHALLENGE
       2. YOUR THEORIES OF ACTION
       3. UNILATERAL CONTROL MODEL
       4. GIVE-UP-CONTROL MODEL
       5. MUTUAL LEARNING MODEL
       6. MOVING TOWARD MUTUAL LEARNING: CHANGING OUR THINKING TO CHANGE OUR CONVERSATION
       7. REFLECTING ON THEORY-IN-USE AS YOU READ THIS BOOK
       8. SUMMARY
    2. CHAPTER FIVE: Ground Rules for Effective Groups
       1. USING THE GROUND RULES
       2. GROUND RULE ONE: TEST ASSUMPTIONS AND INFERENCES
       3. GROUND RULE TWO: SHARE ALL RELEVANT INFORMATION
       4. GROUND RULE THREE: USE SPECIFIC EXAMPLES AND AGREE ON WHAT IMPORTANT WORDS MEAN
       5. GROUND RULE FOUR: EXPLAIN YOUR REASONING AND INTENT
       6. GROUND RULE FIVE: FOCUS ON INTERESTS, NOT POSITIONS
       7. GROUND RULE SIX: COMBINE ADVOCACY AND INQUIRY
       8. GROUND RULE SEVEN: JOINTLY DESIGN NEXT STEPS AND WAYS TO TEST DISAGREEMENTS
       9. GROUND RULE EIGHT: DISCUSS UNDISCUSSABLE ISSUES
       10. GROUND RULE NINE: USE A DECISION-MAKING RULE THAT GENERATES THE DEGREE OF COMMITMENT NEEDED
       11. USING THE GROUND RULES TOGETHER
       12. LEARNING TO USE THE GROUND RULES
       13. SUMMARY
    3. CHAPTER SIX: Diagnosing Behaviors That Enhance or Hinder Group Effectiveness
       1. THE DIAGNOSIS-INTERVENTION CYCLE
       2. STEP ONE: OBSERVING BEHAVIOR
       3. STEP TWO: INFERRING MEANING
       4. CHALLENGES IN DIAGNOSING BEHAVIOR
       5. SUMMARY
12. PART THREE: INTERVENING IN GROUPS
    1. CHAPTER SEVEN: Deciding Whether, How, and Why to Intervene
       1. TYPES OF INTERVENTIONS
       2. CONSIDERING WHETHER TO INTERVENE
       3. CONSIDERATIONS FOR INTERVENING
       4. SUMMARY
    2. CHAPTER EIGHT: How to Intervene
       1. THE INTERVENTION STEPS OF THE DIAGNOSIS-INTERVENTION CYCLE
       2. MAKING JARGON-FREE GROUND RULE INTERVENTIONS
       3. SUMMARY
    3. CHAPTER NINE: Using the Ground Rules to Intervene
       1. INTERVENING ON GROUND RULES
       2. TEST ASSUMPTIONS AND INFERENCES
       3. SHARE ALL RELEVANT INFORMATION
       4. USE SPECIFIC EXAMPLES AND AGREE ON WHAT IMPORTANT WORDS MEAN
       5. EXPLAIN YOUR REASONING AND INTENT
       6. FOCUS ON INTERESTS, NOT POSITIONS
       7. COMBINE ADVOCACY AND INQUIRY
       8. JOINTLY DESIGN NEXT STEPS AND WAYS TO TEST DISAGREEMENTS
       9. DISCUSS UNDISCUSSABLE ISSUES
       10. USE A DECISION-MAKING RULE THAT GENERATES THE LEVEL OF COMMITMENT NEEDED
       11. SUMMARY
    4. CHAPTER TEN: Using the Skilled Facilitator Approach with Other Processes
       1. LEVELS OF PROCESSES
       2. HOW GROUPS REDUCE THE VALUE OF PROCESSES
       3. INTERVENING TO INCREASE THE VALUE OF PROCESSES
       4. USING THE SKILLED FACILITATOR APPROACH WITH A PROBLEM-SOLVING MODEL
       5. SUMMARY
    5. CHAPTER ELEVEN: Beginning and Ending Meetings
       1. PREPARING THE ROOM
       2. BEGINNING THE MEETING
       3. ENDING THE MEETING
       4. SUMMARY
    6. CHAPTER TWELVE: Dealing with Emotions
       1. HOW PEOPLE GENERATE EMOTIONS
       2. HOW MEMBERS EXPRESS EMOTIONS
       3. MANAGING YOUR OWN EMOTIONS
       4. DECIDING HOW TO INTERVENE
       5. INTERVENING ON EMOTIONS
       6. HELPING THE GROUP EXPRESS POSITIVE EMOTIONS
       7. WHEN PEOPLE GET ANGRY WITH YOU
       8. LEARNING FROM YOUR EXPERIENCES
       9. SUMMARY
13. PART FOUR: AGREEING TO WORK TOGETHER
    1. CHAPTER THIRTEEN: Contracting
       1. WHY CONTRACT?
       2. STAGES IN CONTRACTING
       3. SUMMARY
    2. CHAPTER FOURTEEN: Working with Another Facilitator
       1. DECIDING WHETHER TO COFACILITATE: MANAGING TENSION
       2. DIVIDING AND COORDINATING THE LABOR
       3. ALLOCATING ROLES WITHIN A DIVISION OF LABOR
       4. DEVELOPING HEALTHY BOUNDARIES BETWEEN COFACILITATORS
       5. COFACILITATOR SELF-CRITIQUE
       6. SUMMARY
14. PART FIVE: USING FACILITATIVE SKILLS IN YOUR OWN ORGANIZATION
    1. CHAPTER FIFTEEN: Serving as Facilitator in Your Own Organization
       1. ADVANTAGES AND DISADVANTAGES OF THE INTERNAL FACILITATOR ROLE
       2. HOW YOUR INTERNAL FACILITATOR ROLE DEVELOPS
       3. SHAPING YOUR FACILITATOR ROLE
       4. CHANGING YOUR FACILITATOR ROLE FROM THE OUTSIDE IN
       5. SUMMARY
    2. CHAPTER SIXTEEN: The Facilitative Leader
       1. WHY THE FACILITATIVE LEADER?
       2. THE FACILITATIVE LEADER
       3. FACILITATIVE SKILLS AS A CORE COMPETENCY
       4. THE FACILITATIVE LEADER VALUES IN ACTION
       5. CREATING STRUCTURES, POLICIES, PROCEDURES, AND PROGRAMS
       6. PRINCIPLES IN ACTION
       7. SUMMARY
15. RESOURCE A: Current and Previous Ground Rules
16. RESOURCE B: Sample Planning Meeting Letter
17. RESOURCE C: Guidelines for Developing an Effective Contract
    1. WHO IS THE PRIMARY CLIENT?
    2. WHERE AND HOW LONG WILL THE GROUP MEET?
    3. WHAT ARE THE ROLES OF THE PARTIES?
    4. WHAT GROUND RULES WILL THE GROUP FOLLOW?
    5. HOW WILL THE GROUP ASSESS PROGRESS?
    6. HOW WILL THE FACILITATOR'S PERFORMANCE BE ASSESSED?
    7. WHAT ARE THE FACILITATOR'S FEES AND OTHER CHARGES?
    8. HOW LONG WILL THE CONTRACT BE IN EFFECT?
    9. WHEN AND HOW DO YOU CHANGE THE CONTRACT?
    10. HOW AND WHEN SHOULD THE TENTATIVE CONTRACT BE CONVEYED TO ALL PARTIES?
18. RESOURCE D: Sample Agreement for Basic Facilitation
19. RESOURCE E: Sample Agreement for Developmental Facilitation
20. RESOURCE F: Guidelines for Using Experiential Exercises and Self-Knowledge Instruments
    1. CONSISTENCY WITH THE CORE VALUES AND PRINCIPLES
    2. DECIDING WHETHER TO USE EXPERIENTIAL EXERCISES
    3. VALIDITY AND RELIABILITY OF INSTRUMENTS
21. RESOURCE G: Questions for Cofacilitators
    1. ORIENTATION AND STYLE
    2. EXPERIENCE AND BACKGROUND
    3. COFACILITATOR COORDINATION
22. RESOURCE H: Guidelines for Contracting with Your Manager
23. REFERENCES
24. INDEX