Retreats That Work Designing and Conducting Effective Offsites for Groups and Organizations

ISBN-10: 0787964441
ISBN-13: 9780787964443
Edition: 2003
List price: $50.00
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Description: This text takes readers through every step of the retreat design and facilitation process. Exercises are keyed with rating symbols and each exercise spells out the format, purpose, materials needed, set-up, facilitation and notes on debriefing.

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Book details

List price: $50.00
Copyright year: 2003
Publisher: John Wiley & Sons, Incorporated
Publication date: 10/28/2002
Binding: Paperback
Pages: 352
Size: 7.75" wide x 9.50" long x 1.00" tall
Weight: 1.430
Language: English

This text takes readers through every step of the retreat design and facilitation process. Exercises are keyed with rating symbols and each exercise spells out the format, purpose, materials needed, set-up, facilitation and notes on debriefing.

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

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