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| Introduction | |
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| Teamwork in Evolving Organizations | |
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| The New Workplace | |
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| Impact on Individuals | |
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| From Traditional to Team-Based Organizations | |
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| Teamwork Addresses Old Paradigm Problems | |
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| Summary | |
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| From Teams to Teamwork | |
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| Definitions of Team and Teamwork | |
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| The Purpose of Teams | |
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| Teamwork in Evolving Organizations | |
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| Teamwork as Spirit | |
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| Teamwork and the Distribution of Power | |
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| Teamwork as an Investment | |
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| Teamwork as a Motivator | |
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| Teams Working with Teams | |
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| Summary | |
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| A Facilitative Style of Leadership | |
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| How to L.E.A.D. | |
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| Ten Essentials of Teamwork | |
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| Task and Social Dimensions of Teamwork | |
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| Preserving the Dignity of the Individual | |
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| The L.E.A.D. Model of Leadership | |
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| Summary | |
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| From Controlling to Facilitating | |
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| Power and the Role of Leadership | |
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| From Overresponsibility to Shared Responsibility | |
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| A Continuum of Leadership Style | |
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| The Facilitative Leader | |
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| Decision Making | |
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| Leaders and Power | |
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| What Is a Facilitative Leader? | |
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| Balancing Managing with Facilitating | |
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| Determining Your Leadership Style | |
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| What to Expect | |
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| Summary | |
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| Facilitation Ignites Team Spirit | |
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| Facilitation Defined | |
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| The Value of Facilitation | |
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| Values-Based Facilitation | |
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| Facilitative Behavior and Skills | |
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| Facilitation Myths | |
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| Summary | |
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| The New Team Leader | |
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| Today's Team Leader | |
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| Who Is a Team Leader? | |
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| The Role of a Team Leader | |
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| Characteristics of a Good Team Leader | |
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| Challenges Team Leaders Face | |
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| Summary | |
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| Facilitating Productive Team Communication | |
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| Facilitating One on One | |
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| Purpose of One-on-One Meetings | |
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| Building Consensus One on One | |
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| Problem Solving One on One | |
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| Constructive Confrontation | |
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| Summary | |
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| Facilitating Communication of Distance Teams | |
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| Communication Choices | |
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| Tips for Managing Distance Teams | |
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| Summary | |
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| Facilitating Team Meetings | |
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| Leading a Participative Team Meeting | |
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| Functions of Meetings | |
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| Leadership Style and Meetings | |
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| What Goes Wrong in Meetings | |
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| The Results of Poor Meeting Leadership | |
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| What Meetings Need | |
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| Process Versus Content | |
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| From Presentation to Facilitation | |
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| Role of the Meeting Facilitator | |
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| Summary | |
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| Planning and Focusing the Meeting | |
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| Why Agendas Do Not Work and Objectives Do | |
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| Objectives: The Driving Force of a Good Meeting | |
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| Writing Meeting Objectives | |
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| Managing Meeting Flow | |
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| Planning for Participation | |
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| Preparing Notification Memos and Prework | |
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| Focusing a Meeting | |
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| Summary | |
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| Encouraging Participation | |
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| Verbal Techniques: What to Say | |
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| Nonverbal Techniques: What to Do | |
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| Managing the Environment | |
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| Getting Involvement Early | |
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| Summary | |
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| Recording People's Ideas | |
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| The Power and Purpose of Recording Ideas | |
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| Why Use Flip Charts? | |
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| The Role of the Recorder | |
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| How to Record Ideas | |
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| Organizing the Ideas | |
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| Creating and Writing on Flip Charts | |
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| Handling and Storing Flip-Chart Pages | |
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| Flip-Chart Pages as a Meeting Record | |
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| Summary | |
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| Managing Group Process | |
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| Structure Without Strangulation | |
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| Summarizing and Bridging | |
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| Mirroring | |
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| When the Group Is Stuck | |
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| Using Subgroups to Get Things Done | |
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| "Reading" the Group and Making Adjustments | |
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| Handling Difficult Individuals | |
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| Summary | |
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| Reaching Consensus and Closure | |
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| When to Use Consensus | |
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| How to Make Consensus Work | |
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| The Problem-Solving Process | |
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| Keeping People on Track | |
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| Reaching Closure | |
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| Other Useful Techniques | |
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| Follow-Up | |
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| Summary | |
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| References and Bibliography | |
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| About the Author | |
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| Index | |