Paperback. Offers a practical, effective program to help transform leaders and managers in all types of organizations into skilled facilitatorsTeaches managers the facilitation skills they need to help their organizations improve productivityIncludes real-life examples from manufacturing, telecommunications, health care, education, retail and other service businesses, and government and other non-profit organizationsToday's managers are confronted with increasing pressure to produce more with fewer resources. In this pressure-packed environment, managers are finding that the old "direct-and-control" model simply does not work. People need more freedom to make decisions, respond quickly to their customers, and work together more effectively. Successful managers have learned how to use the role of facilitator to help people exercise this freedom to produce the results needed by their organizations.Managers As Facilitators presents a new, easy-to-understand model of facilitation that focuses on getting work done. It provides practical guidance for managers and leaders who need to be successful in this new role. Weaver and Farrell show managers how to use themselves in new ways, capitalize on group dynamics, and build effective work processes. They explain that to become a successful facilitator, one must recognize and use the four key elements of the facilitation model-1. Task- Facilitators are clear about the work that groups must complete; task drives the actions of effective facilitators.2. Self- Facilitators learn how to use themselves to help groups complete their tasks; facilitators do this by both using their own personal thoughts and feelings as a "barometer" for groups and modeling the types of behavior expected from others.3. Group- Facilitators help groups understand the difference between normal interactions and those that are a problem; facilitators also help groups capitalize on conflict, rather than be disabled by it.4. Process- Facilitators use three fundamental processes to help groups- planning, solving problems, and completing work; facilitators are skilled with a number of facilitation tools, using them to help groups run effective meetings, finish projects, etc.Managers As Facilitators offers readers practical ways to manage change and organizational boundaries to achieve the results they want. The authors explain how individuals, groups, and organizations experience change and work with boundaries-and what facilitators do to help. The book's final chapter synthesizes all the material by presenting "Quick Fixes" to common problems. Managers As Facilitators presents a new, easy-to-understand model of facilitation that focuses on getting work done. It provides practical guidance for managers and leaders, showing them how to use themselves in new ways, capitalise on group dynamics, and build effective work processes. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.

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Bibliographic Details

Title: Managers as Facilitators: A Practical Guide to Getting Work Done in a Changing Workplace (Paperback)
Publisher: Berrett-Koehler, San Francisco
Publication Date: 1999
Language: English
ISBN 10: 157675054X
ISBN 13: 9781576750544
Binding: Paperback
Condition: new

About this title

Synopsis

Offers a practical, effective program to help transform leaders and managers in all types of organizations into skilled facilitators
Teaches managers the facilitation skills they need to help their organizations improve productivity
Includes real-life examples from manufacturing, telecommunications, health care, education, retail and other service businesses, and government and other non-profit organizations
Today's managers are confronted with increasing pressure to produce more with fewer resources. In this pressure-packed environment, managers are finding that the old "direct-and-control" model simply does not work. People need more freedom to make decisions, respond quickly to their customers, and work together more effectively. Successful managers have learned how to use the role of facilitator to help people exercise this freedom to produce the results needed by their organizations.
Managers As Facilitators presents a new, easy-to-understand model of facilitation that focuses on getting work done. It provides practical guidance for managers and leaders who need to be successful in this new role. Weaver and Farrell show managers how to use themselves in new ways, capitalize on group dynamics, and build effective work processes. They explain that to become a successful facilitator, one must recognize and use the four key elements of the facilitation model:
1. Task: Facilitators are clear about the work that groups must complete; task drives the actions of effective facilitators.
2. Self: Facilitators learn how to use themselves to help groups complete their tasks; facilitators do this by both using their own personal thoughts and feelings as a "barometer" for groups and modeling the types of behavior expected from others.
3. Group: Facilitators help groups understand the difference between normal interactions and those that are a problem; facilitators also help groups capitalize on conflict, rather than be disabled by it.
4. Process: Facilitators use three fundamental processes to help groups: planning, solving problems, and completing work; facilitators are skilled with a number of facilitation tools, using them to help groups run effective meetings, finish projects, etc.
Managers As Facilitators offers readers practical ways to manage change and organizational boundaries to achieve the results they want. The authors explain how individuals, groups, and organizations experience change and work with boundaries-and what facilitators do to help. The book's final chapter synthesizes all the material by presenting "Quick Fixes" to common problems.

About the Author

Richard G. Weaver is a consultant, facilitator, speaker, trainer, and executive coach with an extensive background in the dynamics of organizational change. Using his highly interactive style, he has created experiences through which clients have galvanized into teams, explored the barriers to their success, and identified and executed their most productive action plans. He has worked extensively with such clients as AT&T, AMOCO Production Company, and Chrysler Corporation. Dr. Weaver has worked in social agencies (from Group and Family Worker to Executive Director) and in business (Marketing Manager at the International Small Enterprise Development Center and Director of Quality Service Management at the Carlson Companies), and for the last six years has run his own successful consulting firm, New Possibilities. Dr. Weaver has a Master of Science in Education (University of Dayton), Master of Business Administration (Wright State University), and a Ph.D. in Human and Organizational Systems (The Fielding Institute).
John D. Farrell is a consultant, facilitator, speaker, trainer, and executive coach with an extensive background in strategic planning and management. Using his business and facilitation skills he has helped a wide variety of organizations develop new strategies, achieve goals, and create more productive, supportive work environments. His clients have included AT&T, the University of Minnesota, the Greater Minneapolis Chamber of Commerce, Hennepin County, Ramsey County, the Pillsbury Company, and Mike Veeck and the Saint Paul Saints Professional Baseball Club.
After earning a Bachelor of Science degree in Chemical Engineer- ing (University of Illinois), Mr. Farrell held management positions in the chemical industry (Technical Service Engineer with Dow Corning Corporation) and the food industry (Research Manager and Manager of Vendor Quality Improvement with The Pillsbury Company). He is currently Vice President of Member Services for the Greater Minneapolis Chamber of Commerce and founder of his own consult- ing firm, Facilitation Experts.

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