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The Skilled Facilitator, 3rd Edition

Name: The Skilled Facilitator, 3rd Edition
Author: Roger M. Schwarz
ISBN: 9781119064398

by Roger M. Schwarz

November 2016

Intermediate to advanced

408 pages

11h 47m

English

Jossey-Bass

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Cover
Additional Praise for The Skilled Facilitator
Title Page
Copyright
Dedication
Preface to the Third Edition
What The Skilled Facilitator Is AboutWho This Book Is ForHow the Book Is OrganizedFeatures of the BookWhat's Different in the Third Edition
Part One: The Foundation
Chapter One: The Skilled Facilitator Approach
The Need for Group FacilitationMost People Who Need to Facilitate Aren't FacilitatorsIs This Book for You?The Skilled Facilitator ApproachExperiencing the Skilled Facilitator ApproachMaking the Skilled Facilitator Approach Your OwnSummary
Chapter Two: The Facilitator and Other Facilitative Roles
Choosing a Facilitative RoleBasic and Developmental Types of RolesServing in Multiple Facilitative RolesWhen It's Appropriate to Leave the Role of FacilitatorThe Group is Your ClientWhat is Your Responsibility for the Group's Results?Summary
Chapter Three: How You Think Is How You Facilitate: How Unilateral Control Undermines Your Ability to Help Groups
How You Think: Your Mindset as an Operating SystemTwo Mindsets: Unilateral Control and Mutual LearningHow You Think Is Not How You Think You ThinkThe CIO Team Survey Feedback CaseThe Unilateral Control ApproachValues of The Unilateral Control MindsetAssumptions of the Unilateral Control MindsetUnilateral Control BehaviorsResults of Unilateral ControlGive-Up-Control ApproachHow Unilateral Control Reinforces ItselfHow Did We Learn Unilateral Control?Moving from Unilateral Control to Mutual LearningSummary

Chapter Four: Facilitating with the Mutual Learning Approach
The Mutual Learning ApproachValues of the Mutual Learning MindsetAssumptions of the Mutual Learning MindsetMutual Learning BehaviorsResults of Mutual LearningThe Reinforcing Cycles of Mutual LearningAre There Times When Unilateral Control Is the Better Approach?Summary
Chapter Five: Eight Behaviors for Mutual Learning
Using the Eight BehaviorsBehavior 1: State Views and Ask Genuine QuestionsBehavior 2: Share All Relevant InformationBehavior 3: Use Specific Examples and Agree on What Important Words MeanBehavior 4: Explain Reasoning and IntentBehavior 5: Focus on Interests, Not PositionsBehavior 6: Test Assumptions and InferencesBehavior 7: Jointly Design Next StepsBehavior 8: Discuss Undiscussable IssuesLearning to Use the BehaviorsSummary
Chapter Six: Designing and Developing Effective Groups
How a Team Effectiveness Model Helps You and the Teams and Groups You Work WithThe Difference between Teams and Groups—and Why It MattersHow Interdependence Affects Your Work with Teams and GroupsThe Team Effectiveness ModelWhat's Your Mindset as You Design?11Team Structure, Process, and Context12Team StructureTeam ProcessTeam ContextInterorganizational Teams and GroupsHelping Design or Redesign a Team or GroupSummary
Part Two: Diagnosing and Intervening With Groups
Chapter Seven: Diagnosing and Intervening with Groups
What You Need to DiagnoseWhat You Need to InterveneThe Mutual Learning CycleSummary
Chapter Eight: How to Diagnose Groups
Step 1: Observe BehaviorStep 2: Make MeaningStep 3: Choose Whether, Why, and How to InterveneChallenges in Diagnosing Behavior and How to Manage ThemSummary
Chapter Nine: How to Intervene with Groups
Key Elements of the Intervention StepsUsing the Mutual Learning Cycle to Intervene: An ExampleStep 4: Test ObservationsStep 5: Test MeaningStep 6: Jointly Design Next StepsHow to Move through the Intervention StepsChoosing Your Words CarefullySummary
Chapter Ten: Diagnosing and Intervening on the Mutual Learning Behaviors
How Mutual Learning Behaviors Differ from Many Ground RulesContracting to Intervene on Mutual Learning BehaviorsIntervening on the Mutual Learning BehaviorsBehavior 1: State Views and Ask Genuine QuestionsBehavior 2: Share All Relevant InformationBehavior 3: Use Specific Examples and Agree on What Important Words MeanBehavior 4: Explain Reasoning and IntentBehavior 5: Focus on Interests, Not PositionsBehavior 6: Test Assumptions and InferencesBehavior 7: Jointly Design Next StepsBehavior 8: Discuss Undiscussable IssuesSummary
Chapter Eleven: Using Mutual Learning to Improve Other Processes and Techniques
Using Mutual Learning to Diagnose and Intervene on Other ProcessesDiagnosing and Intervening When Groups Are Using a Process IneffectivelyDiagnosing and Intervening on Processes That Are Incongruent with Mutual LearningDiagnosing and Intervening on Processes That Espouse Mutual Learning: Lean and Other Continuous Improvement ApproachesSummary
Chapter Twelve: Diagnosing and Intervening on Emotions—The Group's and Yours
The ChallengeHow People Generate EmotionsHow Groups Express EmotionsManaging Your Own EmotionsDeciding How to InterveneIntervening on EmotionsHelping People Express Emotions EffectivelyHelping People Reduce Defensive ThinkingHelping the Group Express Positive EmotionsWhen People Get Angry with YouLearning from Your ExperiencesSummary
Part Three: Agreeing To Work Together
Chapter Thirteen: Contracting: Deciding Whether and How to Work with a Group
Why Contract?Five Stages of ContractingStage 1: Making Initial Contact with a Primary Client Group MemberStage 2: Planning the FacilitationStage 3: Reaching Agreement with the Entire GroupStage 4: Conducting the FacilitationStage 5: Completing and Evaluating the FacilitationSummary
Chapter Fourteen: Working with a Partner
Deciding Whether to PartnerDividing and Coordinating the LaborAllocating Roles within Your Division of LaborDeveloping Healthy Boundaries between You and Your PartnerDebriefing with Your PartnerSummary
Chapter Fifteen: Serving in a Facilitative Role in Your Own Organization
Advantages and Disadvantages of the Internal Facilitative RoleHow Your Internal Facilitative Role Is ShapedShaping Your Facilitative RoleChanging Your Facilitative Role from the Outside InSummary
Part Four: Working with Technology
Chapter Sixteen: Using Virtual Meetings
Choosing Which Type of Virtual Meeting Technology to Use—If AnyThe Challenges That Virtual Meetings CreateDesigning and Facilitating Virtual Meetings to Meet These ChallengesSummary
Acknowledgments
About the Author
About Roger Schwarz & Associates' Work with Clients
The Skilled Facilitator Intensive Workshop
Index
End User License Agreement

Content preview from The Skilled Facilitator, 3rd Edition

Chapter ThreeHow You Think Is How You FacilitateHow Unilateral Control Undermines Your Ability to Help Groups

This chapter and the next one are about the most fundamental part of your facilitative role your mindset. I contrast two mindsets and the approaches they create—unilateral control and mutual learning. In short, the unilateral control mindset undermines your effectiveness and the mutual learning mindset increases it.

In this chapter, I focus on unilateral control. I describe the values and assumptions that constitute the unilateral control mindset, the behaviors that inevitably flow from them, and the poor results you get. Altogether, ...

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The Skilled Facilitator, 3rd Edition

by Roger M. Schwarz

Chapter ThreeHow You Think Is How You FacilitateHow Unilateral Control Undermines Your Ability to Help Groups

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