en
Rod Baxter

Workshop Facilitation for Success Handbook: Conduct Session – Implement Improvements – Celebrate Success

Avise-me quando o livro for adicionado
Para ler este livro carregue o arquivo EPUB ou FB2 no Bookmate. Como carrego um livro?
  • erinaekaterinafez uma citaçãohá 5 anos
    Symptoms of conflict include:
    Impatience with other team members
    Mistrust and lack of understanding
    Arguing; defending positions and ideas
    Ideas and suggestions are unconnected; not building on others’ ideas and suggestions
    Distortion of facts and information to support personal agendas
  • erinaekaterinafez uma citaçãohá 5 anos
    The wise facilitator speaks rarely and briefly, teaching more through being than doing.”
  • erinaekaterinafez uma citaçãohá 5 anos
    Characteristics of a successful team include members having:
    An understanding of their roles and responsibilities
    An understanding of their purpose and goals, as well as a documented plan for how to achieve those goals
    Participation in team discussions and decisions, and to share accountability and ownership of execution and results
    Respect for each other and a commitment to resolve conflicts
    Appropriate communication and listening skills
    A use of fact-based decision making with data and statistical analysis
    Effective and efficient meetings, with adherence to ground rules and suitable record keeping
  • erinaekaterinafez uma citaçãohá 5 anos
    Performing – members begin to focus on the process, operate efficiently, achieve goals
    Trust, positive energy, motivation, enthusiasm
    Ownership and clarity of the goals, approach, activities, tasks
    Exhibit open dialogue and communications
    Knowledgeable, competent, able to manage decision-making process
    Rely on each other; collaborative, interdependent cooperation
    Handle conflict; reach consensus
  • erinaekaterinafez uma citaçãohá 5 anos
    Norming – members start working together, have less conflict, focus on the goals
    Goals, deliverables, and approach are understood and supported by members
    Understand and accept their roles and responsibilities, as well as others’ roles and responsibilities
    Begin to work together as a cohesive team; trust and collaboration exist
    Focus is switched from conflict and challenge to achieving goals
  • erinaekaterinafez uma citaçãohá 5 anos
    Storming – members begin to think individually, have conflict, are distracted from the goals
    Loyalties are divided; leadership is challenged
    Teams engage in confrontation, disagreements, arguments, complaining
    Split into sub-groups due to lack of trust for other members and/or leader
    Question the approach, methods, processes being used
    Challenge support for the team; may begin to rebel
  • erinaekaterinafez uma citaçãohá 5 anos
    Forming – members are typically excited, anxious, positive, and polite
    Have a strong dependency on the facilitator
    Starting to work together and get to know each other
    Feeling uncertain about their roles within the team
    Not yet sure what is expected of them nor what they may contribute
    Beginning to understand goals, deliverables, processes, and procedures
  • erinaekaterinafez uma citaçãohá 5 anos
    Psychologist Bruce Tuckman used the phrase “forming, storming, norming, and performing” in the article, Development Sequence in Small Groups, in 1965, to describe the process of group development in achieving high performance and delivering results.
  • erinaekaterinafez uma citaçãohá 5 anos
    RACI is a role-assignment matrix that helps to clarify and define the roles and assignments for large complex projects, cross-functional processes, and cross-departmental initiatives. It is a powerful tool used to depict roles – Responsible, Accountable, Consulted, or Informed – for each activity.
  • erinaekaterinafez uma citaçãohá 5 anos
    Value Added (VA) is a process step that transforms the product or service in a way that adds value to the customer
    Non-Value Added (NVA) is a process step that does not transform the product or service in a way that adds value to the customer
    Non-Value Added but Necessary (NVAN) is a process step that does not transform the product or service in a way that adds value to the customer, but is required, typically, due to regulatory compliance
fb2epub
Arraste e solte seus arquivos (não mais do que 5 por vez)