000			10416nam a22004693i 4500
001			EBC6318024
003			MiAaPQ
005			20240724114502.0
006			m o d |
007			cr cnu||||||||
008			240724s2020 xx o ||||0 eng d
020			_a9781000213881 _q(electronic bk.)
020			_z9780367543464
035			_a(MiAaPQ)EBC6318024
035			_a(Au-PeEL)EBL6318024
035			_a(OCoLC)1195825457
040			_aMiAaPQ _beng _erda _epn _cMiAaPQ _dMiAaPQ
050		4	_aHD66 .J664 2021
082	0		_a658.4
100	1		_aJones, Morgan.
245	1	0	_aMastering Facilitation : _bA Guide for Assisting Teams and Achieving Great Outcomes.
250			_a1st ed.
264		1	_aOxford : _bProductivity Press, _c2020.
264		4	_c©2021.
300			_a1 online resource (239 pages)
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
505	0		_aCover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Preface -- Acknowledgements -- Section I Facilitation Fundamentals -- Chapter 1 What Is Facilitation? -- The Roles of a Facilitator -- The Responsibilities of a Facilitator -- Guiding Principles of Facilitation -- Equality -- Empathy -- Mutual Trust -- Focus -- Free and Informed Choice -- Shared Decision-Making -- Responsibility and Commitment -- Involvement by All -- Chapter Summary -- Chapter 2 Mastering Technique: The Facilitation Process -- Planning Dimension -- Meaning Dimension -- Confronting Dimension -- Feeling Dimension -- Structuring Dimension -- Valuing Dimension -- Planning the Facilitation -- What Should You Know before You Plan the Agenda or the Facilitation Program? -- The Goals of the Facilitation and the Measures of Success -- Manner of Facilitation -- Group Composition -- Available Information -- Climate and Environment -- Location -- Logistics and Room Requirements -- Equipment, Supplies and Materials -- Food and Refreshments -- Before the Facilitation Sessions -- Starting the Facilitation -- Introduce Yourself -- State the Reason for the Program or Session -- Welcome and Acknowledge Everyone -- Make Introductions -- Set the Rules of Conversation -- Identify Motives -- Begin with a Punch -- Starting with a Punch Line -- Personal -- Unexpected -- Novel -- Challenging -- Humorous -- During the Facilitation -- What If the Group Resists Being Facilitated? -- What If the Group Is Pressed for Time? -- What If the Team Is Going around in Circles? -- What If the Group Ignores Its Own Rules? -- Prevention -- Non-Intervention -- Low-Level Intervention -- Medium-Level Intervention -- High-Level Intervention -- Step 1 -- Step 2 -- Step 3 -- Ending the Facilitation -- After the Facilitation (Follow-up) -- Chapter Summary -- Section II Core Facilitation Skills.
505	8		_aChapter 3 Mastering Facilitation: Behavioural Techniques in Facilitation -- Core Values of Mastering Facilitation -- Flexibility -- Confidence -- Authenticity -- Integrity -- Patience/Perseverance -- Leadership (Presence) -- Initiating -- Perceptive -- The Art of Listening -- Synergistic Listening Is Deliberate -- Synergistic Listening Is Empathetic -- Synergistic Listening Is Multisensory -- Synergistic Listening Is Active -- Synergistic Listening Is a Learning Experience -- Synergistic Listening Is Non-Judgemental -- Synergistic Listening Is Dynamic -- How the Master Facilitator Listens -- Verbal Listening: Listening with Words -- Non-Verbal Listening: Listening with Your Body -- Do -- Don't -- Para-Verbal Listening: Listening with Your Voice -- Listening to the Group: Getting the Big Picture -- The Art of Synergistic Questioning -- Blooming Questions -- Knowledge Level -- Comprehension Level -- Application Level -- Analysis Level -- Synthesis Level -- Evaluation Level -- Asking like Socrates -- Throwing APPLES: What to Ask, When to Ask, How to Ask -- Affective Questions -- Managerial and Structuring Questions -- Rhetorical Questions -- Focusing/Refocusing Questions -- Open and Closed Questions -- Quick Tips in Questioning -- The Ladder of Inference: A Framework for Making Minds Meet -- Lesson 1: Rule Your Mind or It Will Rule You -- Lesson 2: Stay as Low as You Can -- Lesson 3: Learn to Swim before You Dive -- Lesson 4: When in Doubt, Check It Out -- Lesson 5: Avoid Simplification -- Lesson 6: Different Folks, Different Strokes -- Chapter Summary -- Chapter 4 Conflict Resolution and Decision-Making -- The Nature of Group Conflict -- Conflict Resolution -- Strategic Responses to Conflict -- Competing Strategy -- Collaborating Strategy -- Compromising Strategy -- Avoiding Strategy -- Accommodating Strategy -- Guidelines for Negotiation.
505	8		_aBenefits of Interest-Based Negotiation -- Create Safety -- Facilitative Listening -- Feedback -- Reflection -- Attributes of Skilled Negotiators -- Consensus Decision-Making -- Conditions for Consensus -- Working Together -- Commitment to Reaching Consensus -- Trust and Openness -- Sufficient Time -- Clear Process -- Facilitation -- Key Skills for Consensus -- A Consensus Flowchart -- The Decision-Making Process -- Guidelines for Reaching Consensus -- Agreement and Disagreement -- Consensus in Large Groups -- Chapter Summary -- Section III Advanced Facilitation Skills and Methods -- Chapter 5 Understanding Groups and Individuals: Facilitating a Synergistic Dynamic -- Dimensions of Group Interactions and Relationships -- Cycles of Group Development -- Forming -- Storming -- Norming -- Performing -- Adjourning -- Adult Learning Styles -- Kolb's Learning Styles -- Honey and Mumford's Learning Cycle -- The Attention, Generation, Emotion and Spacing (AGES) Model -- Attention -- Generation -- Emotions -- Spacing -- Principles of Adult Learning -- The "Four-Quadrant" Opening: Motivating the Adult Learner -- Levels of Focus -- Vision -- Aim -- Challenges -- Opportunities -- Facilitator Focus -- Planning -- Aim -- Challenges -- Opportunities -- Facilitator Focus -- Details -- Aim -- Challenges -- Opportunities -- Facilitator Focus -- Problems -- Aim -- Challenges -- Opportunities -- Facilitator Focus -- Drama -- Aim -- Challenges -- Opportunities -- Facilitator Focus -- The CARER Model -- The CARER Model Explained -- Certainty (Predictable) -- Autonomy (Discretion) -- Relatedness (Bonding) -- Equity (Fairness) -- Reputation (Status) -- Dynamic CARER Domain Links -- CARER and Facilitation -- Conclusions -- A Facilitative Approach to Learning -- Types of Facilitation -- The Neutral Facilitator -- The Trainer as a Facilitator -- Process versus Content.
505	8		_aOrganising "Brainstorming" Information: The ToP Method -- Pyramid Brainstorming -- Forced Comparison: Use of Sticky Dots -- Process -- Basic Tools -- Flipcharts -- Providing a "Group Memory" -- Facilitating the Process -- "Presentation" Skills: The Use of Colour and Graphics -- Summarising and Paraphrasing -- Paraphrasing and Clarifying -- Questioning -- Multiple Learning Styles -- Chapter Summary -- Chapter 6 Special Facilitation Techniques -- Facilitating Executive Teams -- Overall Approach and Attitude -- Establishing the Right Tone for the Session -- Establishing Discussion Guidelines -- Strategic Alignment -- Maximise Your Executive Team's Capabilities -- Conclusion -- Facilitating Change -- Change Management: The TFDS Model -- Facilitating Virtual Teams -- Use Video -- Do a "Take 5" -- Assign Different Tasks -- Forbid the Use of the "Mute" Function -- Penalise Multitaskers -- Facilitating Project Improvement -- Facilitation Skills for Today's Project Leaders -- Inspires a Shared Vision -- Good Communicator -- Integrity -- Enthusiasm -- Empathy -- Competence -- Ability to Delegate Tasks -- Cool Under Pressure -- Team-Building Skills -- Problem-Solving Skills -- Chapter Summary -- Section IV Evaluation and Conclusion -- Chapter 7 Facilitation Skills Evaluation and Improvement -- The Six Megatrends -- Facilitators We Dread -- Vince Lombardi -- The Drill Sergeant -- The Guardian -- The Know-It-All -- The Ice Cube -- The Blabber -- The Pretender -- The "I Can't Hear You" Guy -- The Marathon Man -- The Parrot -- The Molasses Man -- The Passenger -- The Storyteller -- The Centrepiece -- The Tunnel Driver -- Facilitation Skill Levels -- Chinese proverb -- Self-Assessment -- Trust and Support -- Communication -- Making Group Decisions -- Cooperating -- Teamwork -- Problem-Solving -- Leadership Roles -- Giving and Receiving Feedback.
505	8		_aRespecting Personal Differences -- Closure Questions -- Participant Evaluation Template -- Group Questionnaire -- Questionnaire: "Burnout" -- Questionnaire: "Session Feedback" -- Presentation Indicators -- Content Indicators -- Impact Indicators -- Chapter Summary -- Chapter 8 Conclusion -- Bibliography -- Appendices -- Appendix 1 Functions of a Facilitator -- Create Collaborative Client Relationships -- Plan Appropriate Group Processes -- Create and Sustain a Participatory Environment -- Guide Group to Appropriate and Useful Outcomes -- Build and Maintain Professional Knowledge -- Model Positive Professional Attitude -- Appendix 2 List of Verbs for Constructing Learning Outcomes and Questions* -- Appendix 3 Session Scope -- Appendix 4 Participant Evaluation Template -- Appendix 5 Group Questionnaire -- Appendix 6 Questionnaire: "Burnout" -- Appendix 7 Questionnaire: "Session Feedback" -- Presentation Indicators -- Content Indicators -- Impact Indicators -- Appendix 8 Tips for Online Facilitating -- Preparation -- Index.
520			_aWith business and organisations moving at an ever -faster pace and facing evermore more and more demanding challenges, the need for efficient, succinct and productive interaction between individuals of those businesses and organisations is more important than ever.
588			_aDescription based on publisher supplied metadata and other sources.
590			_aElectronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
650		0	_aTeams in the workplace.
655		4	_aElectronic books.
776	0	8	_iPrint version: _aJones, Morgan _tMastering Facilitation _dOxford : Productivity Press,c2020 _z9780367543464
797	2		_aProQuest (Firm)
856	4	0	_uhttps://ebookcentral.proquest.com/lib/orpp/detail.action?docID=6318024 _zClick to View
999			_c20400 _d20400