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| Acknowledgments | |
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| Introduction | |
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| Materials for the Facilitator | |
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| Working with the Client | |
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| Nine Reasons to Hold a Retreat | |
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| Ten Reasons Not to Hold a Retreat | |
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| What If the Client Is Your Boss? | |
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| Aligning Yourself with the Client | |
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| Kinds of Retreats | |
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| Using a Specialized Retreat Format | |
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| Planning the Retreat | |
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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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| Who's Who in Planning a Retreat | |
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| Involving Participants in Retreat Planning | |
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| Deciding Whether to Work with a Co-Facilitator | |
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| Thinking About Logistics | |
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| Creating the Conditions for Success | |
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| Retreat Design Issues | |
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| Sins of Omission: The Top Retreat Design Mistakes | |
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| Prework for Retreat Participants | |
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| Using White Space | |
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| Capturing the Work Product | |
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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 or Norms | |
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| Individual Check-In | |
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| Reporting Your Findings | |
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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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| Post-Retreat Follow-Up | |
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| The Importance of Timing | |
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| Structuring the Retreat | |
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| Group Size and Composition | |
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| Varying the Methodologies | |
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| Incorporating Rituals | |
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| Leading the Retreat | |
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| Key Facilitation Practices | |
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| Encouraging Participation | |
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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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| Co-Facilitation Challenges | |
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| Diversity Issues | |
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| Recording the Group's Work | |
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| Monitoring the Group's Energy | |
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| Changing the Plan | |
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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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| The Participants Refuse to Deal with Important Issues | |
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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."I'm Outta Here": A Participant Walks Out | |
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| A Participant Gets Furious or Defensive or Bursts into Tears | |
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| Participants Are Turning the Retreat into a Gripe Session | |
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| Participants Are Resisting New Ideas | |
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| Activity: Gains and Losses | |
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| An Intense Conflict Breaks Out | |
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| A Participant Breaches Another's Confidence | |
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| The Group Is Resisting You | |
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| Helping Participants Make Decisions and Plan for Action | |
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| Methods of Decision Making | |
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| Activity: Let's Take Our Chances | |
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| Types of Retreat Decisions | |
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| Activity: Our Stable of Clients or Resources | |
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| Activity: Rating Resources | |
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| Activity: Criteria Evaluation Grid | |
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| Activity: Show Me Our Future | |
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| The Nub: Action Planning | |
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| Leading a Strategic Planning Retreat | |
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| Why Strategic Planning? | |
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| Elements of Organization Strategy | |
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| Activity: Exploring Strategic Direction | |
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| Activity: Prioritizing Constituencies | |
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| Activity: Distinctive Competencies | |
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| Activity: Our "Proverbial" Differentiation | |
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| Activity: Sell Me Glamour | |
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| Activity: Centers of Excellence | |
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| Discerning the Organization's Values | |
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| Activity: Values Vignettes | |
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| Activity: Values Auction | |
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| Understanding the Environment | |
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| Activity: Glimpses into the Future | |
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| Activity: Alternative Futures | |
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| Evaluating Work Processes | |
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| Planning for Action | |
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| Activity: Targeting Results | |
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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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| Activity: Obstacle Busters I.Writing the Plan 247 | |
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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: How We Behave | |
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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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| Activity: Reward Sonatas | |
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| How Individuals Foster Culture Change | |
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| Activity: We'll Keep . . . .Recognizing and Removing Obstacles to Change | |
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| Activity: Obstacle Busters II.Feedback for Senior Executives | |
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| Leading a Team-Building Retreat | |
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| If You're Asked to Lead a Team-Building Retreat | |
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| Characteristics of a Productive Team | |
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| Activity: Are We Dropping the Ba | |