The Skilled Facilitator, 3rd Edition

Table of contents

1. Cover
2. Additional Praise for The Skilled Facilitator
3. Title Page
4. Copyright
5. Dedication
6. Preface to the Third Edition
   1. What The Skilled Facilitator Is About
   2. Who This Book Is For
   3. How the Book Is Organized
   4. Features of the Book
   5. What's Different in the Third Edition
7. Part One: The Foundation
   1. Chapter One: The Skilled Facilitator Approach
      1. The Need for Group Facilitation
      2. Most People Who Need to Facilitate Aren't Facilitators
      3. Is This Book for You?
      4. The Skilled Facilitator Approach
      5. Experiencing the Skilled Facilitator Approach
      6. Making the Skilled Facilitator Approach Your Own
      7. Summary
   2. Chapter Two: The Facilitator and Other Facilitative Roles
      1. Choosing a Facilitative Role
      2. Basic and Developmental Types of Roles
      3. Serving in Multiple Facilitative Roles
      4. When It's Appropriate to Leave the Role of Facilitator
      5. The Group is Your Client
      6. What is Your Responsibility for the Group's Results?
      7. Summary
   3. Chapter Three: How You Think Is How You Facilitate: How Unilateral Control Undermines Your Ability to Help Groups
      1. How You Think: Your Mindset as an Operating System
      2. Two Mindsets: Unilateral Control and Mutual Learning
      3. How You Think Is Not How You Think You Think
      4. The CIO Team Survey Feedback Case
      5. The Unilateral Control Approach
      6. Values of The Unilateral Control Mindset
      7. Assumptions of the Unilateral Control Mindset
      8. Unilateral Control Behaviors
      9. Results of Unilateral Control
      10. Give-Up-Control Approach
      11. How Unilateral Control Reinforces Itself
      12. How Did We Learn Unilateral Control?
      13. Moving from Unilateral Control to Mutual Learning
      14. Summary
   4. Chapter Four: Facilitating with the Mutual Learning Approach
      1. The Mutual Learning Approach
      2. Values of the Mutual Learning Mindset
      3. Assumptions of the Mutual Learning Mindset
      4. Mutual Learning Behaviors
      5. Results of Mutual Learning
      6. The Reinforcing Cycles of Mutual Learning
      7. Are There Times When Unilateral Control Is the Better Approach?
      8. Summary
   5. Chapter Five: Eight Behaviors for Mutual Learning
      1. Using the Eight Behaviors
      2. Behavior 1: State Views and Ask Genuine Questions
      3. Behavior 2: Share All Relevant Information
      4. Behavior 3: Use Specific Examples and Agree on What Important Words Mean
      5. Behavior 4: Explain Reasoning and Intent
      6. Behavior 5: Focus on Interests, Not Positions
      7. Behavior 6: Test Assumptions and Inferences
      8. Behavior 7: Jointly Design Next Steps
      9. Behavior 8: Discuss Undiscussable Issues
      10. Learning to Use the Behaviors
      11. Summary
   6. Chapter Six: Designing and Developing Effective Groups
      1. How a Team Effectiveness Model Helps You and the Teams and Groups You Work With
      2. The Difference between Teams and Groups—and Why It Matters
      3. How Interdependence Affects Your Work with Teams and Groups
      4. The Team Effectiveness Model
      5. What's Your Mindset as You Design?11
      6. Team Structure, Process, and Context12
      7. Team Structure
      8. Team Process
      9. Team Context
      10. Interorganizational Teams and Groups
      11. Helping Design or Redesign a Team or Group
      12. Summary
8. Part Two: Diagnosing and Intervening With Groups
   1. Chapter Seven: Diagnosing and Intervening with Groups
      1. What You Need to Diagnose
      2. What You Need to Intervene
      3. The Mutual Learning Cycle
      4. Summary
   2. Chapter Eight: How to Diagnose Groups
      1. Step 1: Observe Behavior
      2. Step 2: Make Meaning
      3. Step 3: Choose Whether, Why, and How to Intervene
      4. Challenges in Diagnosing Behavior and How to Manage Them
      5. Summary
   3. Chapter Nine: How to Intervene with Groups
      1. Key Elements of the Intervention Steps
      2. Using the Mutual Learning Cycle to Intervene: An Example
      3. Step 4: Test Observations
      4. Step 5: Test Meaning
      5. Step 6: Jointly Design Next Steps
      6. How to Move through the Intervention Steps
      7. Choosing Your Words Carefully
      8. Summary
   4. Chapter Ten: Diagnosing and Intervening on the Mutual Learning Behaviors
      1. How Mutual Learning Behaviors Differ from Many Ground Rules
      2. Contracting to Intervene on Mutual Learning Behaviors
      3. Intervening on the Mutual Learning Behaviors
      4. Behavior 1: State Views and Ask Genuine Questions
      5. Behavior 2: Share All Relevant Information
      6. Behavior 3: Use Specific Examples and Agree on What Important Words Mean
      7. Behavior 4: Explain Reasoning and Intent
      8. Behavior 5: Focus on Interests, Not Positions
      9. Behavior 6: Test Assumptions and Inferences
      10. Behavior 7: Jointly Design Next Steps
      11. Behavior 8: Discuss Undiscussable Issues
      12. Summary
   5. Chapter Eleven: Using Mutual Learning to Improve Other Processes and Techniques
      1. Using Mutual Learning to Diagnose and Intervene on Other Processes
      2. Diagnosing and Intervening When Groups Are Using a Process Ineffectively
      3. Diagnosing and Intervening on Processes That Are Incongruent with Mutual Learning
      4. Diagnosing and Intervening on Processes That Espouse Mutual Learning: Lean and Other Continuous Improvement Approaches
      5. Summary
   6. Chapter Twelve: Diagnosing and Intervening on Emotions—The Group's and Yours
      1. The Challenge
      2. How People Generate Emotions
      3. How Groups Express Emotions
      4. Managing Your Own Emotions
      5. Deciding How to Intervene
      6. Intervening on Emotions
      7. Helping People Express Emotions Effectively
      8. Helping People Reduce Defensive Thinking
      9. Helping the Group Express Positive Emotions
      10. When People Get Angry with You
      11. Learning from Your Experiences
      12. Summary
9. Part Three: Agreeing To Work Together
   1. Chapter Thirteen: Contracting: Deciding Whether and How to Work with a Group
      1. Why Contract?
      2. Five Stages of Contracting
      3. Stage 1: Making Initial Contact with a Primary Client Group Member
      4. Stage 2: Planning the Facilitation
      5. Stage 3: Reaching Agreement with the Entire Group
      6. Stage 4: Conducting the Facilitation
      7. Stage 5: Completing and Evaluating the Facilitation
      8. Summary
   2. Chapter Fourteen: Working with a Partner
      1. Deciding Whether to Partner
      2. Dividing and Coordinating the Labor
      3. Allocating Roles within Your Division of Labor
      4. Developing Healthy Boundaries between You and Your Partner
      5. Debriefing with Your Partner
      6. Summary
   3. Chapter Fifteen: Serving in a Facilitative Role in Your Own Organization
      1. Advantages and Disadvantages of the Internal Facilitative Role
      2. How Your Internal Facilitative Role Is Shaped
      3. Shaping Your Facilitative Role
      4. Changing Your Facilitative Role from the Outside In
      5. Summary
10. Part Four: Working with Technology
    1. Chapter Sixteen: Using Virtual Meetings
       1. Choosing Which Type of Virtual Meeting Technology to Use—If Any
       2. The Challenges That Virtual Meetings Create
       3. Designing and Facilitating Virtual Meetings to Meet These Challenges
       4. Summary
11. Acknowledgments
12. About the Author
13. About Roger Schwarz & Associates' Work with Clients
14. The Skilled Facilitator Intensive Workshop
15. Index
16. End User License Agreement