Lemons to lemonade : resolving problems in meetings, workshops, and PLCs

著者

    • Garmston, Robert J.
    • Zimmerman, Diane P.

書誌事項

Lemons to lemonade : resolving problems in meetings, workshops, and PLCs

Robert J. Garmston, Diane P. Zimmerman

Corwin, a Sage company, c2013

  • : pbk

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注記

"A Learning Forward featured selection"--Cover

Includes bibliographical references (pages 161-163) and index

内容説明・目次

内容説明

No more unproductive meetings! The complete guide to getting the most out of every gathering of educators. Do your meetings spiral angrily out of control? Or simply not make the most of the participants' talents? Lemons to Lemonade by Robert J. Garmston and Diane P. Zimmerman is the playbook you need to promote civil, productive discourse, detailing: How to prepare yourself to facilitate the discussion and keep it on task Best practices for squashing conflict without wounding pride Methods for dealing with "frowners," "interrupters," "subject-changers," "humorists," and other time-waster types With this book, you will never waste another opportunity for problems to get solved by the combined powers of capable minds. "Garmston and Zimmerman have written a book that is the perfect blending of theory and research with very practical, user-ready techniques for facilitating meetings AND for dealing with specific challenges. I would LOVE to see this kind of training offered for administrators!" -David Chojnacki, Executive Director Near East South Asia Council of Overseas Schools

目次

About the Authors Introduction To Intercede Is To Lead Why Read This Book Problem Locater Chapter 1. The Novice to Expert Journey We All Begin as Novices Accomplished Means Competent Uninformed Novice Proficient Accomplished Highly Accomplished Expert Proficiency Scale Attributes of the Expert Chapter 2. Building Personal Confidence Connecting Mind and Body 1. Breathe 2. Try Progressive Relaxation 3. Walk 4. Center Yourself Physically 5. Over Prepare. Over Prepare 6. Address the Stress of Conflict 7. Check Your Negative Predictions at the Door 8. When Stuck, Move 9. Maintain Your Identity as a Facilitator 10. Monitor Your Need to Know 11. Take Care to Arrange the Room 12. Create a "Circle of Excellence" Chapter 3. Intervention Principles Principles Guide Decisions 1. Compassion 2. Precise Language 3. Congruence 4. From Low to High Risk Chapter 4. Deciding to Intervene Establish Meeting Standards Set Working Agreements Evaluate Working Agreements Clarify Tasks Intervene as Necessary Deciding to Intervene with an Ad Hoc Group Intervening Preemptively 1. Is the Agenda Relevant? Plan the Beginning Cluster Reports Mix Strategies 2. Is Engery Waning? Around the Room and Back Again Card Partners The Card Stack and Shuffle 3. Are Emotions Ratcheting Up? First Turn/Last Turn 4. Might the Group be Heading Toward Conflict? Grounding Deciding When to Intervene 1. Is Intervening Important? 2. Am I the Best Person to Intervene? 3. Are My Observations Accurate? 4. Will It Be Quick or Take Time? 5. Can the Group Learn From It? Chapter 5. Common Group Issues Getting Attention Attention First Refocusing Common Signal Physical Proximity Verbal Proximity Redirecting Engagement Join a Whole Table That is Off Task Refocus Serial Storytelling When Workflow is Hampered Address a Refusal to Follow Directions Assist with Difficulty Transitioning Address Uneven Finishes with Group Work Engergize a Quiet Group Managing Your Emotions Positional Thinking--Power Struggles From Positions to Interest Chapter 6. Managing Common Challenges Low Engagement Knitters Non-participants Daydreamers Silent Participants Frowners Distracteds Distruptive Group Members Broken Records Long-winded Speakers Humorists Inappropriate Humorists Latecomers and Early Leavers Resisters Side Talkers Know-It-Alls Monopolizes Misinformants Interrupters Subject-Changers Cell Phones and Texting Chapter 7. Strategies for Advanced Facilitation 1. Group Conflict Grounding Existing State--Desired State 2. Demoralizing External Events Desired State Third Point Redirect Resistance Pace and Lead Structured Interviews 3. Disputes Stop the Dispute Early Verbalize the Issue Acknowledge Each Position Identify the Sources of Information Check Perceptions Reframe the Conflict as an Asset 4. Dissenting Views Paraphrase Partner Pace the Emotion Redirect the Attack Reframe the Opposition Help Groups Utilize Styles Assumptions Wall Brainstorm Questions Disperse to Agree 5. Personal Attacks The Six-Step Response Step Between Opposing Members Change the Narrative Enlist the Group in Solving the Problem 6. Challenges to the Leader Process Commercial Engage With More Intensity Engage With Less Intensity Request Civility 7. Subgroup Manipulation Decision Matrix Values Decision Matrix Require a Quorum Pace, Lead and Poll One-Minute Advocacy Alternate Microphone Advocacy 8. Sabotage 9. Irresolvable Conflict Polarity Management

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