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| Acknowledgments | |
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| Introduction | |
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| The Convenor's Guide to Ensuring a Successful Retreat | |
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| So You're Thinking of Holding a Retreat | |
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| Nine Reasons to Hold a Retreat | |
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| Guiding Principles for Retreat Design | |
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| Ten Reasons Not to Hold a Retreat | |
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| Kinds of Retreats | |
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| Who's Who in Planning a Retreat | |
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| Setting the Goals, Deciding the Format, and Inviting the Participants | |
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| Last Things First--What Do You Want to Be Different? | |
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| Who Should Facilitate? | |
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| Whom Should You Invite? | |
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| Using a Specialized Retreat Format | |
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| Involving Participants in Retreat Planning | |
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| Planning Retreat Logistics | |
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| How Long Should a Retreat Last? | |
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| When Should You Schedule Your Retreat? | |
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| Where Should You Hold Your Retreat? | |
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| Sleeping Rooms and Meals | |
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| Sports and Recreation | |
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| Notifying Participants | |
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| The Role of Leaders at the Retreat | |
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| Reaching an Understanding About Participants' Authority | |
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| Leadership Behavior During the Retreat | |
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| A Common Post-Retreat Concern | |
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| The Facilitator's Guide to Designing and Planning the Retreat | |
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| Retreat Design Issues | |
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| Aligning Yourself with the Convenor | |
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| Pre-Retreat Interviews with Participants | |
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| Identifying the Scope of Issues and Creating the Retreat Plan | |
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| Capturing the Work Product | |
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| Using Behavioral Assessments | |
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| Pre-Work for Retreat Participants | |
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| Using "White Space" | |
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| Thinking About Logistics | |
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| Sins of Omission: The Top Ten Retreat Design Mistakes | |
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| Special Design Considerations for Board Retreats | |
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| Design Issues for a Series of Retreats | |
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| Retreat Design Components | |
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| Introduction | |
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| Ground Rules | |
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| Individual Check-In | |
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| Giving Feedback to the Group | |
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| Content Segments | |
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| Decision Making | |
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| Action Planning | |
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| Closing | |
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| The Facilitator's Guide to Leading the Retreat | |
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| Leading the Retreat | |
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| Process or Content Facilitator? | |
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| When Should the Facilitator Intervene? | |
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| Giving Feedback to Retreat Participants | |
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| Working with Co-Facilitators | |
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| For Internal Facilitators: Partnering with Another Facilitator | |
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| Diversity Issues at the Retreat | |
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| Encouraging Participation | |
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| Changing the Plan | |
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| Helping Participants Make Decisions and Plan for Action | |
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| Methods of Decision Making | |
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| Types of Retreat Decisions | |
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| The Nub: Action Planning | |
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| How to Recover When Things Go Awry | |
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| A Few Participants Dominate the Discussions | |
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| The Group Keeps Wandering Off Task | |
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| The Group's Energy Is Flagging | |
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| A Participant Keeps Plowing the Same Ground | |
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| A Participant Repeatedly Disrupts the Conversations | |
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| A Senior Manager Violates the Ground Rules | |
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| People Are Misusing Humor | |
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| A Participant Is Overtly Hostile or Refuses to Participate | |
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| "I'm Outta Here": A Participant Walks Out | |
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| The Boss Gets Furious or Bursts into Tears | |
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| Participants Are Resisting New Ideas | |
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| An Intense Conflict Breaks Out | |
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| A Participant Breaches Another's Confidence | |
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| The Facilitator's Activity Manual | |
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| Leading a Strategic Planning Retreat | |
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| Elements of Organization Strategy | |
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| Mission, Vision, or Purpose? | |
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| Activity: Exploring Strategic Purpose | |
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| Discerning the Organization's Values | |
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| Activity: Looking at Our Values | |
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| Understanding the Environment | |
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| Activity: Glimpses into the Future | |
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| Activity: Rating Resources | |
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| Activity: Our Stable of Clients or Resources | |
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| Activity: Prioritizing Constituencies | |
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| Activity: Distinctive Competencies | |
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| Evaluating Work Processes | |
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| Planning for Action | |
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| Prioritizing Among Goals | |
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| Activity: Targeting Core Priorities | |
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| Checking Against Resources | |
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| Activity: Resource/Impact Matrix | |
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| Devising Strategies | |
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| Testing Strategies | |
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| Leading a Culture Change Retreat | |
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| Great Expectations: What Can Realistically Be Accomplished at a Retreat | |
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| Activity: Visit Our Village | |
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| Activity: Timeline of Our History | |
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| Activity: Significant Stories | |
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| Working with Sensitive or Controversial Issues | |
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| Activity: Silent Dialogue | |
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| Reward Structures Help Shape Culture | |
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| Activity: What Gets Rewarded Here? | |
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| How Individuals Foster Cultural Change | |
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| Recognizing and Removing Obstacles to Change | |
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| Activity: Obstacle Busters | |
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| Feedback for Senior Executives (and Others) | |
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| Activity: Metaphorical Management | |
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| Leading a Relationship--Building and Teamwork Retreat | |
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| If You're Asked to Lead a "Teamwork" Retreat | |
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| Exploring How Things Are and How Participants Would Like Them to Be | |
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| Activity: Vehicle for Change | |
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| Clarifying Individuals' Roles and Responsibilities | |
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| Improving Work Processes | |
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| Activity: Decorations Factory | |
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| Strengthening Communication | |
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| Activity: How We Communicate | |
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| Exploring the Importance of Feedback | |
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| Activity: Snowball | |
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| Probing for Sources of Conflict | |
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| Activity: How Conflict Affects Us | |
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| Activity: Taking Responsibility | |
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| Exploring How Individuals Can Change Their Own Behaviors | |
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| Activity: Star Performers | |
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| A Special Case: A Peers-Only Retreat to Call a Cease Fire in Interdepartmental Turf Battles | |
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| Leading a Creativity and Innovation Retreat | |
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| Activity: Wide Open Thinking | |
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| Activity: Really Bad Ideas | |
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| Minimizing "Groupthink" | |
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| Activity: Impressions | |
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| Cultivating the Creativity Habit | |
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| Activity: Isolated Words | |
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| Activity: Multiple Perspectives | |
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| Activity: Expert Opinion | |
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| Letting Go of Judgment | |
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| Activity: Considering Risk | |
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| Closing the Retreat | |
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| Activity: The Messy Room | |
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| Activity: Top Priorities | |
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| Activity: Closing Thoughts | |
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| Activity: Letter to Myself | |
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| Activity: Appreciation | |
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| Activity: Expectations and Outcomes | |
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| Activity: The Road We've Traveled | |
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| Writing the Follow-Up Report | |
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| Epilogue: The Convenor's Guide to Keeping the Work of the Retreat Alive | |
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| Assuring That the Action Plan Is Implemented | |
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| Announcing Retreat Outcomes | |
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| Translating Decisions into Action | |
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| Avoiding Post-Retreat Letdown | |
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| The Role of Senior Management | |
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| Changing Cynicism to Support | |
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| Making the Plan Stick | |
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| Look Ahead, Plan Ahead | |
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| Afterword | |
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| Appendix | |
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| References | |
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| About the Authors | |
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| Index | |