- Cover
- Additional Praise for The Skilled Facilitator
- Title Page
- Copyright
- Dedication
- Preface to the Third Edition
- Part One: The Foundation
- Chapter One: The Skilled Facilitator Approach
- Chapter Two: The Facilitator and Other Facilitative Roles
- 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 System
- Two Mindsets: Unilateral Control and Mutual Learning
- How You Think Is Not How You Think You Think
- The CIO Team Survey Feedback Case
- The Unilateral Control Approach
- Values of The Unilateral Control Mindset
- Assumptions of the Unilateral Control Mindset
- Unilateral Control Behaviors
- Results of Unilateral Control
- Give-Up-Control Approach
- How Unilateral Control Reinforces Itself
- How Did We Learn Unilateral Control?
- Moving from Unilateral Control to Mutual Learning
- Summary
- Chapter Four: Facilitating with the Mutual Learning Approach
- Chapter Five: Eight Behaviors for Mutual Learning
- Using the Eight Behaviors
- Behavior 1: State Views and Ask Genuine Questions
- Behavior 2: Share All Relevant Information
- Behavior 3: Use Specific Examples and Agree on What Important Words Mean
- Behavior 4: Explain Reasoning and Intent
- Behavior 5: Focus on Interests, Not Positions
- Behavior 6: Test Assumptions and Inferences
- Behavior 7: Jointly Design Next Steps
- Behavior 8: Discuss Undiscussable Issues
- Learning to Use the Behaviors
- Summary
- Chapter Six: Designing and Developing Effective Groups
- How a Team Effectiveness Model Helps You and the Teams and Groups You Work With
- The Difference between Teams and Groups—and Why It Matters
- How Interdependence Affects Your Work with Teams and Groups
- The Team Effectiveness Model
- What's Your Mindset as You Design?11
- Team Structure, Process, and Context12
- Team Structure
- Team Process
- Team Context
- Interorganizational Teams and Groups
- Helping Design or Redesign a Team or Group
- Summary
- Part Two: Diagnosing and Intervening With Groups
- Chapter Seven: Diagnosing and Intervening with Groups
- Chapter Eight: How to Diagnose Groups
- Chapter Nine: How to Intervene with Groups
- Chapter Ten: Diagnosing and Intervening on the Mutual Learning Behaviors
- How Mutual Learning Behaviors Differ from Many Ground Rules
- Contracting to Intervene on Mutual Learning Behaviors
- Intervening on the Mutual Learning Behaviors
- Behavior 1: State Views and Ask Genuine Questions
- Behavior 2: Share All Relevant Information
- Behavior 3: Use Specific Examples and Agree on What Important Words Mean
- Behavior 4: Explain Reasoning and Intent
- Behavior 5: Focus on Interests, Not Positions
- Behavior 6: Test Assumptions and Inferences
- Behavior 7: Jointly Design Next Steps
- Behavior 8: Discuss Undiscussable Issues
- Summary
- Chapter Eleven: Using Mutual Learning to Improve Other Processes and Techniques
- Using Mutual Learning to Diagnose and Intervene on Other Processes
- Diagnosing and Intervening When Groups Are Using a Process Ineffectively
- Diagnosing and Intervening on Processes That Are Incongruent with Mutual Learning
- Diagnosing and Intervening on Processes That Espouse Mutual Learning: Lean and Other Continuous Improvement Approaches
- Summary
- Chapter Twelve: Diagnosing and Intervening on Emotions—The Group's and Yours
- The Challenge
- How People Generate Emotions
- How Groups Express Emotions
- Managing Your Own Emotions
- Deciding How to Intervene
- Intervening on Emotions
- Helping People Express Emotions Effectively
- Helping People Reduce Defensive Thinking
- Helping the Group Express Positive Emotions
- When People Get Angry with You
- Learning from Your Experiences
- Summary
- Part Three: Agreeing To Work Together
- Part Four: Working with Technology
- Acknowledgments
- About the Author
- About Roger Schwarz & Associates' Work with Clients
- The Skilled Facilitator Intensive Workshop
- Index
- End User License Agreement
The Skilled Facilitator
A Comprehensive Resource for Consultants, Facilitators, Coaches, and Trainers
Third Edition
Roger Schwarz
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