Lemons to Lemonade Resolving Problems in Meetings, Workshops, and PLCs

ISBN-10: 1452261016
ISBN-13: 9781452261010
Edition: 2013
List price: $19.95 Buy it from $7.12
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Description: The purpose of this book is to extend the reader’s practical knowledge of successful ways to anticipate and correct the many events that can go wrong in professional gatherings- meetings, professional development sessions, PLC deliberations and the  More...

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Book details

List price: $19.95
Copyright year: 2013
Publisher: Corwin Press
Publication date: 6/20/2013
Binding: Paperback
Pages: 200
Size: 5.50" wide x 7.50" long x 0.50" tall
Weight: 0.770
Language: English

The purpose of this book is to extend the reader’s practical knowledge of successful ways to anticipate and correct the many events that can go wrong in professional gatherings- meetings, professional development sessions, PLC deliberations and the like. Teacher leaders, mentors, site administrators, curriculum coordinators, staff developers and district level administrators will find the ideas in this book useful. The three biggest complaints about meetings are:1) they waste time2) they never get to real issues either because participants often do not speak up or one person dominates 3) disagreements and conflict render the sessions not only unproductive but unsafe. This book is a practical tool kit for the facilitator who wishes to address these issues, and more than this, any member of a group can make a difference by practicing skills in this book.

List of Figures and Illustrations
Publisher's Acknowledgments
About the Authors
Introduction
To Intercede Is to Lead
Why Read This Book
Problem Locator
The Novice to Expert Journey
We All Begin as Novices
Accomplished Means Competent
Uninformed
Novice
Proficient
Accomplished
Highly Accomplished/Expert
Proficiency Scale
Attributes of the Expert
Building Personal Confidence
Connecting Mind and Body
Breathe
Try Progressive Relaxation
Walk
Center Yourself Physically
Over Prepare. Over Prepare
Address the Stress of Conflict
Check Your Negative Predictions at the Door
When Stuck, Move
Maintain Your Identity as a Facilitator
Monitor Your Need to Know
Take Care to Arrange the Room
Create a Circle of Excellence
Intervention Principles
Principles Guide Decisions
Compassion
Precise Language
Congruence
From Low to High Risk
Deciding to Intervene
Establish Meeting Standards
Set Working Agreements
Evaluate Working Agreements
Clarify Tasks
Intervene as Necessary
Deciding to Intervene With an Ad Hoc Group
Intervening Preemptively
Is the Agenda Relevant?
Plan the Beginning
Cluster Reports
Mix Strategies
Is Energy Waning?
Around the Room and Back Again
Card Partners
The Card Stack and Shuffle
Are Emotions Ratcheting Up?
First Turn/Last Turn
Might the Group Be Heading Toward Conflict?
Grounding
Deciding When to Intervene
Is Intervening Important?
Am I The Best Person to Intervene?
Are My Observations Accurate?
Will It Be Quick, or Take Time?
Can the Group Learn From It?
Common Group Issues
Getting Attention
Attention First
Refocusing
Common Signal
Physical Proximity
Verbal Proximity
Redirecting Engagement
Join a Whole Table That Is Off Task
Refocus Serial Storytelling
When Workflow Is Hampered
Address a Refusal to Follow Directions
Assist With Difficulty Transitioning
Address Uneven Finishes With Group Work
Energize a Quiet Group
Managing Your Emotions
Positional Thinking-Power Struggles
From Positions to Interest: Basic Interest-Based Bargaining Step
Managing Common Challenges
Low Engagement
Knitters
Nonparticipants
Daydreamers
Silent Participants
Frowners
Distracteds
Disruptive Group Members
Broken Records
Long-Winded Speakers
Humorists
Inappropriate Humorists
Latecomers and Early Leavers
Resisters
Side Talkers
Know-It-Alls
Monopolizers
The Rhetorician
The Overly Articulate
The Pedagogical Isolate
Misinformants
Interrupters
Subject Changers
Cell Phones and Texting
Strategies for Advanced Facilitation
Group Conflict
Grounding
Existing State-Desired State
Demoralizing External Events
Third Point
Redirect Resistance
Pace and Lead
Structured Interviews
Disputes
Stop the Dispute Early
Verbalize the Issue
Acknowledge Each Position
Identify the Sources of Information
Check Perceptions
Reframe the Conflict as an Asset
Dissenting Views
Paraphrase Partner
Pace the Emotion
Redirect the Attacks
Reframe the Opposition
Create an Assumptions Wall
Brainstorm Questions
Metaphor
Disperse to Agree
Personal Attacks
The Six-Step Response
Step Between Opposing Members
Change the Narrative
Enlist the Group in Solving the Problem
Challenges to the Leader
Use a Process Commercial
Engage With More Intensity
Engage With Less Intensity
Request Civility
Subgroup Manipulation
Decision Matrix to Rank Priorities
Values Decision Matrix
Require a Quorum
Pace, Lead, and Poll
One-Minute Advocacy
Alternate Microphones Advocacy
Sabotage
Irresolvable Conflict
Polarity Management
Appendix
References
Index

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