How to manage change, and how to ensure continuous improvement: these are perhaps the two most important challenges confronting businesses today. And increasingly facilitating is being seen as the best way to deal with both. Facilitators - and managers operating in a facilitative style - work on helping individuals, groups and organizations to enhance their performance. This book shows how that can be done. The first part deals with the nature of facilitation and why those involved need to understand the basis of human behaviour. The second covers the management of change at different levels. The third provides practical guidelines on the relevant skills. The fourth looks at the kinds of situation where facilitators can be effective and includes case studies from a wide variety of settings. The final part deals with facilitative styles of management. For any manager or trainer determined to release the unfulfilled potential of their organization and the people in it, this book is the ideal starting point.
Rezensionen / Stimmen
'The further one delves, the more impressed one becomes with the skill and care with which Robson and his associate Beary make their case.' Modern Management 'I can imagine this book being particularly helpful in selling the use of facilitation to an organization. The case is clear and enough detail about the role is given to allay fears and demonstrate its relevance.' Industrial and Commercial Training
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Maße
Höhe: 234 mm
Breite: 156 mm
Gewicht
ISBN-13
978-1-138-26315-4 (9781138263154)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Mike Robson is Managing Director of MRA International, a leading consultancy and training organization specialising in the development of organizations and their people. Ciaran Beary is a consultant.
Contents: Introduction. Part I The Facilitator Role: The origins of the facilitator role; Understanding the facilitator role; Understanding groups; Understanding individuals. Part II Managing Change: Understanding and developing organizations; Changing and developing groups; Changing and developing individuals. Part III Facilitator Skills: The start point; Facilitative behaviours; Developing empathy; Listening; Eliciting; Positive confrontation; The Emperor's new clothes; 'Facipulation'. Part IV The Facilitator Role in Practice: Issues for the facilitator; Situations where the role is useful; Case histories of facilitation; The correct approach. Part V The Issue of Management Style: Theories of management style; Facilitation as the style of the future; Further reading; Index.
