Managers as Facilitators

Managers as Facilitators

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An effective program to help transform business leaders and managers into skilled facilitators -- Offers practical guidance to managers who have to become effective facilitators of teams and groups -- Teaches the four essential skills facilitators need to be successful Increasingly, corporations and organizations are moving away from the old model of qqdirect and controlqq management toward systems of group or team work. As a consequence, the position of manager is evolving into that of facilitator, and effective leaders must reevaluate many of the strategies that once served them well in their former role. In order to become a successful facilitator, one must recognize the four key elements in any facilitation: -- Task: The actual job that the group needs to accomplish; it dictates the action of the facilitator -- Self: As the most influential members of the group, facilitators must learn how to utilize themselves as tools -- Group: Comprised of unique individuals and predictable dynamics that can be identified and directed toward improved productivity -- Process: The use of task, self, and group to help teams run effective meetings and to plan and finish their work Managers as Facilitators also explores the inevitable boundaries that exist within organizations, showing how best to assess and capitalize on group dynamics for maximum effectiveness and efficiency. The book's final chapter synthesizes all the material by presenting common problems that can be addressed by qqQuick Fixesqq, and by demonstrating the book's facilitation model.Group Facilitator Tools That Can Activities Actions Be Used P Prepare an Help the group come a€c Affinity diagram L annual budget to ... Multi-voting P a€c Parking lot R Troubleshoot a Help the group coma€c Process mapping 0 new software plete aanbsp;...

Title:Managers as Facilitators
Author: Richard G. Weaver, John D. Farrell
Publisher:Berrett-Koehler Publishers - 1997

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