Requirements elicitation, writing, analysis, and modeling by IIBA Endorsed Education Provider.
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| Book Index: Extreme Facilitation : Guiding Groups Through Controversy and Complexity | |||||||||
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| A Abu Ghraib prison, 231–232 Academic education, 206 Acquaro, K., 231 ADR. See Alternative dispute resolution (ADR) Advocacy groups, 88–89 Agenda: creating, 254–256; hidden, 268–271; in process design, 258–263 Aggression, 277 Alternative dispute resolution (ADR), 269 Analysis, limits of, 201–205 Angry outbursts, 273–275 Architect, facilitator as. See Extreme facilitator, as architect Asian culture, 36 Assessment: background reading for, 57; getting started, 60–61; and individual interviews, 50–55; methods, 49–61; and process advisory group, 57–60; and written questionnaires, 55–57. See also Assessment, content; Group culture, assessing Assessment, content: external conditions, 64; goals and desired outcomes, 62; and group strengths, 63; issues and problems, 61–62; key stories, 62–63; process concerns, 64–65; sample questions, 61–62 Authenticity, 14–16 Authority, deference to, 67–69. See also Group culture, assessing Azerbaijan, Republic of Georgia, 91 B Background information, laying out, 194 Ball, G., 220 Baratch, J., 84 Batson, C. D., 244 Begin, M., 249 Blake, R. R., 136, 217 Boulding, E., 217 Brainstorming, 166, 214–216 Breakouts, small-group, 150–154, 161, 266 Brisbin, J., 239–240 Buckingham, M., 20 Bureaucratic issues, 191–192 Bush, R.A.B., 186 Buy-in, need for, 46 C Calm, 24–27 Camp David accords, 249 Capacities, 7; emotional, 6–7, 173–190; intellectual, 7, 191–209; intuitive, 7, 214–229; physical, 6, 156–170; spiritual, 7, 231–251 Caring, 23–24 Carpenter, S. L., 50, 77 Carter, D., 24 Carter, J., 249 CDR Associates, 3, 16, 35, 43, 63, 79, 97, 235 Centering, 26 Clean Air Act, 97 Clifton, D. O., 20 Clinton Administration, 97 Closing, 135 Coaching, 50; in individual interviewing, 54 Cocktail-party format, 162 Collective life, 22 Collins, J., 192 Comfort, 156–160 285 Community, 244–249 Complex issues: applying, 202–203; assessing pros and cons of, 202; defining, 195–197; developing evaluation criteria for, 200–201; discussion, 194; evaluating and narrowing options for, 201; facilitating, 191–209; and fatal flaw elimination, 201; generating options for, 199–200; handouts for, 194; and incorporation of key interests, 198–199; and intellectual capacity of facilitator, 205–209; kinds of, 191–192; and laying out background information, 194; and limits of analysis, 203–205; managing, 193–203; presentations, 195–196; and selecting a neutral word or phrase, 197; steps to managing, 193; and straw polling, 201–202; use of open-ended question for, 197–198 Confidentiality, 16–18, 52 Consensus: strategic use of, 40–46; and types of group process, 43; types of processes for, 40–46 Context, 128–129 Contracting: and agreement on scope and budget, 108–109; and agreement with full group, 115–124; and assessment report, 109–115; ground rules, 117–120; issues, 102–103; process, 103–108; roles, 120–124 Convening: and extremists, 90; identifying representatives for, 93–97; and identifying stakeholders, 81–82; local versus national or international advocacy groups in, 88–89; and making tough calls, 82–85; and power imbalance, 92–93; and purpose, 79–81; questions, 96–97; and reluctant parties, 97–100; and representing general public, 85–87; and ultimate decision maker, 87–88; when no organized groups exist, 91–92 Cormick, G., 77 Creativity, 22; and context, 36–37; and necessity, 34–36; recreation and relaxation in, 37–39; structure and form for, 37; tapping and applying, 33–40; and thinking inside box, 37; and thinking outside box, 39–40 Crum, T. F., 26 Culture(s): clashing, 271–273; directness or indirectness in, 69–72; group, 45–46, 256–258; and group values, 45–46; signs of direct, 70; signs of indirect, 70–71 Curle, A., 238 Customization, 4, 32–33 D Dale, N., 77 Davis, I., 13 Deadlines, 46 Deadlocks, 133 Decision, magnitude of potential, 45 Deep-relaxation techniques, 25–26 Denver Public Schools, 40 Difficult people, 263, 265 Disabilities, accommodating, 160 Discussion formats, 194; basic, 146–154; open discussion, 147–148; rounds, 148–150; small-group breakouts, 150–154 Dominating individuals, 265–267 Doyle, M., 2 E Edwards, B., 38, 211 Ellis, M., 232 Emond, P., 77 Emotional expressiveness, 66. See also Group culture, assessing Emotions: anger, 173; crying, 176–177; distrust, 175–176; and emotional capacity of facilitator, 188–190; and empathic listening, 178–182; and enabling empathy in others, 184–186; joy, 177; and managing level of emotional expression, 182–184; others’, 189–190; responding to, 177–182; welcoming, 173–177 Evaluation: criteria, 200–201; option, 201 Extreme facilitation: basic principles, 277–278; implications of deference to authority for, 67–69; implications of direct or indirect culture for, 71–72; implications of emotional expressiveness for, 66–67; implications of task-relationship process 286 INDEX orientation for, 73–74; key phases and skills of, 5–8; overview of, 4–5 Extreme facilitation process: and achieving task, 132–134; basic interventions, 136–146; basic stages of, 127–136; basics, 127–154; building understanding in, 129–132; capturing points of agreement, 144–146; changes, 142–144; closing, 135; fluidity of, model, 135–136; opening and setting tone, 128–129 Extreme facilitator: and authenticity, 14–16; and calm, 24–27; and confidence, 16–18; essential qualities, 13–27; and presence, 18–21; and trustworthiness, 21–24; undermining, 267–268 Extreme facilitator, as architect: considerations for, 45–46; and designing custom process, 32–33; and fast-growing company, 30–31; and partnering workshop, 29–30; scenarios, 29–32; in small nonprofit, 29; and stakeholder negotiation, 31; and strategic use of consensus, 40–46; and tapping and applying personal creativity, 33–40 Extremists, 90 F Facilitation, challenges: and altercation between two participants, 275–277; and angry outbursts, 271–275; and clashing cultures, 271–273; and difficult situations, 263–265; and dominating individuals, 265–267; and hidden agendas, 268–271; and physical aggression, 277; and undermining facilitator, 267–268 Faith, 238–240 Fatal flaw elimination, 201 Federal Energy Regulatory Commission (FERC), 84 Feedback, 19 Feelings. See Emotions FERC. See Federal Energy Regulatory Commission (FERC) Fisher, R., 139, 214 Floor diagrams, 162–163 Focus group, 264 Folger, J. P., 186 G Goleman, D., 25, 172 Golten, M. M., 91–92, 235 Gordon, T., 53 Gratitude, 240–242 Ground rules, 117–120 Group culture, assessing, 4, 65; and deference to authority, 67–69; and directness or indirectness, 69– 71; and emotional expressiveness, 66; and implications for extreme facilitation, 66–67; and taskrelationship- process orientation, 72–74. See also Assessment; Assessment, content Group process, types of, 43 H Handouts, 194 Harty, J. M., 208–209 Harwood, A., 232 Hofstede, G., 65 Honesty, 22 Hope, 238–240 How to Make Meetings Work (Doyle and Straus), 2, 263 Hughes, M., 78, 167 Human potential, 22 Hutus (Rwanda), 231 I Imagination, 217 Intellectual capacity: and academic education, 206; and facilitating complex issues, 191–209; of facilitator, 205–209; and subject matter expertise, 206–209 Interaction Associates, 201 Interventions, basic: and asking questions, 137–138; and capturing points of agreement, 139–140, 144–146; and making process changes, 142–144; paraphrasing or summarizing in, 138–139; and reframing to interests, 139–140; and remaining silent, 137; and stating observations, 140–141 Interviewing, individual: advantages of, 50; disadvantages of, 51; skills for, 51–55; starting, 52 INDEX 287 Intuition: and brainstorming, 214–216; creating conditions for, 212–214; and drama, 224–225; and facilitator’s intuitive capacity, 226–229; and metaphor, 222–224; and music, 225–226; pictures and visual images in, 219–221; and stories, 221–222; tapping, 214–216; and visualization, 216–219 Involvement, 44–45 Iraq, 231–232 Issues, defining, 30, 196–197. See also Complex issues J Jerusalem, 249 Joint Issue Statement, 196 K Kelley, M., 24 Kennedy, W.J.D., 50, 77 Key interests, 198–199 L Learning, 22 Lederach, J. P., 222 Legal issues, 191 Listening, active, 53 Love, 233–238 M Mayer, B. S., 35, 36, 128, 178 McKay, J., 84 Meditation, 26 Metaphors, 222–224 Mexican culture, 36 Mexico, 24 Middle East, United States policy toward, 41 Mohr, B. J., 63 Moore, C. W., 50, 77, 84, 128 Mouton, J. S., 136, 217 Movement, 161–164 Multi-track diplomacy, 226 Myers-Briggs Type Indicator, 19, 20 N N/3 polling method, 201–202 Necessity, 34–36 Negative behavior, 263 Neutral word, 197 New American cuisine, 36 New York Power Authority (NYPA), 84 Niagara power plant (New York), 84 NYPA. See New York Power Authority (NYPA) O Open discussion, 147–148 Open-ended questions, 197–198 Opening, 128–129 Options, generating, 199–200 Outbursts, 273–275 Outcomes, refining, 133 P Personal introductions, 128 Personality inventories, 19–20 Physical aggression, 277 Physical capacity: and comfort, 156–160; and movement, 161–164; personal, 169–170; and progress, 165–168; and reading physical energy, 168–169; and variety, 164–165 Physical energy, reading, 168–169 Pictures, 219–221. See also Visualization Power imbalances, 92–93 Presence, 18–21; and building on strengths, 20–21; and feedback from others, 19; and personality inventories, 19–20; and selfknowledge, 18; and self-observation, 20 Presentations, 195–196 Process advisory group: possible challenges, 59; possible roles, 58–59; skills for working with, 59–60; working with, 57–58 Process design: agenda, 258–263; and creating agenda, 254–256; and group culture, 257–258; illustration of, 256–263; key issues, 257; ongoing, 254; and process ideas, 256, 258; specific challenges to, 263–278; and undermining facilitator, 267–268 Process orientation, 73–74 Processes, types of, 42–46 Public interest, 86 Purpose, 79–81 288 INDEX Q Questionnaires, written: advantages and disadvantages of, 55–56; skills in using, 56–57; starting, 60–61 R Ramblers, curbing, 54–55 Recreation, 37–39 Rees, F., 201 Relationship: building, 44–45; orientation, 73–74 Relaxation, 37–39, 217 Respect, 23–24 Rio Grande Council of Governments, 239–240 Rock ’n’ roll, 36 Rocky Flats, Colorado, 97, 99 Rocky Flats Local Impacts Initiative, 97 Rosenberg, M. B., 173 Rounds, 148–150, 266 Rwanda, 231 S Schwarz, R. M., 21, 40 Scientific issues, 191 Self-knowledge, 18 Self-observation, 20 September 11, 2001, terrorist attacks, 232 Sigurdson, S., 77 Silvester, M. N., 37 Smart, L., 95, 196, 220 Smith, H., 233 Snider, S., 232 Spirituality: and community, 244–249; and facilitation, 233–249; facilitator’s capacity for, 249–251; and faith and hope, 238–240; and gratitude, 240–242; and love, 233–238; overview, 231–233; and truthfulness, 242–244 Stakeholders, 31, 81–82. See also Convening Starburst seating arrangement, 160 Stories, 221–222 Straus, D., 2 Straw-polling methods, 162, 201–202 Strength Deployment Inventory, 19, 163 Stuart, B., 77 Subject-matter expertise, 206–209 T Task orientation, 73 Task-relationship-process orientation, 72–74. See also Group culture, assessing Tavris, C., 173 Technical issues, 191 Texas, 24 Texas Rangers, 24 Thatcher, R., 24 Thomas-Kilmann Conflict Modes Instrument, 19 Time constraints, 46 Trustworthiness, 21–24; caring, respect and, 23–24; values and, 21–23 Truthfulness, 242–244 Turkey, 91 Tutsis (Rwanda), 231 U “Ugly American,” 237 Understanding, building, 129 United States Department of Energy, 97 United States Environmental Protection Agency (EPA), 82, 95 Ury, W., 139, 214 V Values, group, 45–46 Variety, 164–165 Visual images, 219–221 Visualization, 216–219 W Watkins, J. M., 63 Wildau, S., 95, 225 Wisdom, M., 232 INDEX 289 |
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