{"product_id":"process-design-making-it-work-isbn-9780470182703","title":"Process Design: Making it Work","description":"\u003ci\u003eProcess Design: Making It Work\u003c\/i\u003e helps process consultants, managers, facilitators, coaches, organizational development consultants?and anyone else who works with groups?to set up and deliver dynamic, creative process designs. Filled with illustrative cases, examples, and templates, this step-by-step resource is an invaluable aid when creating customized agendas and designs for situations ranging from basic meetings to complex, multiphased processes.  Acknowledgments.  \u003cp\u003eThe Authors.\u003c\/p\u003e \u003cp\u003eIntroduction.\u003c\/p\u003e \u003cp\u003eThemes.\u003c\/p\u003e \u003cp\u003eAbout the Word \u003ci\u003eProcess.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eAbout Propositions.\u003c\/p\u003e \u003cp\u003eInvesting in Process Design.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART ONE: A STEPWISE APPROACH.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. Six Steps.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStep 1. Complete a Process Terms of Reference.\u003c\/p\u003e \u003cp\u003eStep 2. Block the Agenda.\u003c\/p\u003e \u003cp\u003eStep 3. Develop and Confirm How the Agenda Will Flow.\u003c\/p\u003e \u003cp\u003eStep 4. Build a Preliminary Design.\u003c\/p\u003e \u003cp\u003eStep 5. Check the Preliminary Design with Others.\u003c\/p\u003e \u003cp\u003eStep 6. Complete the Design.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. Guidelines For Process Design.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMake Upstream Prevention a Priority.\u003c\/p\u003e \u003cp\u003eCurb the \"Overs\".\u003c\/p\u003e \u003cp\u003eThink Strategically About Expertise.\u003c\/p\u003e \u003cp\u003eListen for Mental Maps.\u003c\/p\u003e \u003cp\u003eApproach Time Consciously.\u003c\/p\u003e \u003cp\u003eCreate an Environment That Supports Learning.\u003c\/p\u003e \u003cp\u003eRethink Openings and Closings.\u003c\/p\u003e \u003cp\u003eAnd Finally.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART TWO: THE PEOPLE FACTORS: PERSPECTIVES, POWER, AND VALUES.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. The Perspectives Factor in Process Design.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMining Perspectives.\u003c\/p\u003e \u003cp\u003eGroup Participation Styles.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. The Power Factor in Process Design.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTypes of Power.\u003c\/p\u003e \u003cp\u003ePower and Commitment.\u003c\/p\u003e \u003cp\u003eUsing Power Positively.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. The Values Factor in Process Design.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAbout Values.\u003c\/p\u003e \u003cp\u003eA Values Hierarchy.\u003c\/p\u003e \u003cp\u003eImplications for Process Design.\u003c\/p\u003e \u003cp\u003eIn Summary.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART THREE: DUE DILIGENCE: A PROCESS TERMS OF REFERENCE.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. About a Process Terms of Reference.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMaps and Territories.\u003c\/p\u003e \u003cp\u003eDeveloping a PTR.\u003c\/p\u003e \u003cp\u003eA Collaborative Stance.\u003c\/p\u003e \u003cp\u003ePractice Guidelines.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. Understanding the Situation.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSample Questions for Exploring the Situation.\u003c\/p\u003e \u003cp\u003ePractice Guidelines: Situation.\u003c\/p\u003e \u003cp\u003eExamples: Situation.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. Developing a Focus.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eObjectives, Outputs, and Outcomes.\u003c\/p\u003e \u003cp\u003eSample Questions for Developing a Purpose Statement.\u003c\/p\u003e \u003cp\u003ePractice Guidelines: Purpose, Objectives, Outputs, and Outcomes.\u003c\/p\u003e \u003cp\u003eSample Questions for Developing Objectives, Outputs, and Outcomes.\u003c\/p\u003e \u003cp\u003eExamples: Purpose, Objectives, Outputs, and Outcomes 129 Propositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9. Stakeholder Collaboration.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStakeholder Perspectives and Categories.\u003c\/p\u003e \u003cp\u003eSample Questions for Identifying Stakeholders.\u003c\/p\u003e \u003cp\u003ePractice Guidelines: Stakeholder Collaboration.\u003c\/p\u003e \u003cp\u003eExamples: Key Stakeholders.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10. Core Assumptions.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eScope.\u003c\/p\u003e \u003cp\u003eSample Questions for Developing Assumptions.\u003c\/p\u003e \u003cp\u003ePractice Guidelines: Core Assumptions.\u003c\/p\u003e \u003cp\u003eExamples: Core Assumptions.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11. Key Considerations.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSample Questions for Developing Key Considerations.\u003c\/p\u003e \u003cp\u003ePractice Guidelines: Key Considerations.\u003c\/p\u003e \u003cp\u003eExamples: Key Considerations.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12. Work Plan.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSample Questions for Developing a Work Plan.\u003c\/p\u003e \u003cp\u003ePractice Guidelines: Work Plan.\u003c\/p\u003e \u003cp\u003eExample: A Simple Work Plan.\u003c\/p\u003e \u003cp\u003eExample: A Complex Work Plan.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13. Governance.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSample Questions for Developing a Governance Structure.\u003c\/p\u003e \u003cp\u003ePractice Guidelines: Governance.\u003c\/p\u003e \u003cp\u003eExamples: Governance Structures.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14. Essential Documents.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSample Questions for Identifying and Developing Essential Documents .\u003c\/p\u003e \u003cp\u003ePractice Guidelines: Essential Documents.\u003c\/p\u003e \u003cp\u003eReports.\u003c\/p\u003e \u003cp\u003eExamples: Essential Documents.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15. PTR-Three Examples.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAccount Planning for a Regional Sales Group.\u003c\/p\u003e \u003cp\u003eThree Boards Speaking with One Voice.\u003c\/p\u003e \u003cp\u003eAccess to Organ Transplantation in Canada: Phase 1-Kidney Allocation.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART FOUR : EXPERTS AND EVIDENCE IN CONCERT.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16. Why Evidence-Based Solutions Now.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKnowing What to Ask.\u003c\/p\u003e \u003cp\u003eWhy Best Evidence Is Important.\u003c\/p\u003e \u003cp\u003eAmbiguity, Paradox, and Disagreement.\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17. A Design for Developing Evidence-Based Questions.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWorking Through the Steps.\u003c\/p\u003e \u003cp\u003ePractice Guidelines: Question Development.\u003c\/p\u003e \u003cp\u003eAnd Finally . . ..\u003c\/p\u003e \u003cp\u003ePropositions.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART FIVE: SAMPLE PROCESS DESIGNS.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18. A Town Hall Meeting with XYZ Finance Department.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19. A Workshop on Mission and Values.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eReferences.\u003c\/p\u003e   \u003cp\u003eThe Authors    \u003c\/p\u003e\u003cp\u003e\u003cb\u003eDorothy Strachan\u003c\/b\u003e and \u003cb\u003ePaul Tomlinson\u003c\/b\u003e have been working together in process design and facilitation since 1974, serving clients across all sectors. They are partners in Strachan-Tomlinson and Associates (ST), a process consulting firm based in Ottawa, Ontario, Canada.     \u003c\/p\u003e\u003cp\u003e\u003ci\u003eProcess Design: Making It Work\u003c\/i\u003e helps process consultants, managers, facilitators, coaches, organizational development consultants—and anyone else who works with groups—to set up and deliver dynamic, creative process designs. Filled with illustrative cases, examples, and templates, this step-by-step resource is an invaluable aid when creating customized agendas and designs for situations ranging from basic meetings to complex, multiphased processes.  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eProcess Design: Making It Work\u003c\/i\u003e \u003c\/p\u003e\u003cul\u003e \u003cli\u003eOutlines a stepwise approach to creating customized agendas and designs that will meet client and stakeholder expectations\u003c\/li\u003e \u003cli\u003eDescribes the eight key elements in a Process Terms of Reference and how to complete them to ensure due diligence\u003c\/li\u003e \u003cli\u003eProvides frameworks and concrete applications for integrating two essential factors in process design: values and power\u003c\/li\u003e \u003cli\u003eOutlines a comprehensive, collaborative, evidence-based approach to creating technical and scientific designs\u003c\/li\u003e \u003c\/ul\u003e  \u003cp\u003e\u003cb\u003ePraise for \u003ci\u003eProcess Design: Making It Work\u003c\/i\u003e\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\"With her exceptional insights into questions and process, Dorothy Strachan has distinguished herself as a true master in the field of facilitation.\" \u003c\/p\u003e\u003cp\u003e—\u003cb\u003eMichael Wilkinson\u003c\/b\u003e, author, \u003ci\u003eThe Secrets of Facilitation\u003c\/i\u003e  \u003c\/p\u003e\u003cp\u003e\"This book has the rigor of excellent research and the polish of many years of practical experience.\" \u003c\/p\u003e\u003cp\u003e—\u003cb\u003eRonnie McEwen\u003c\/b\u003e, principal, Kinharvie Institute of Facilitation, Glasgow  \u003c\/p\u003e\u003cp\u003e\"A master class in group process.\" \u003c\/p\u003e\u003cp\u003e—\u003cb\u003eMark Nesbitt\u003c\/b\u003e, president, Vertex Consultants, Toronto  \u003c\/p\u003e\u003cp\u003e\"Reading Strachan and Tomlinson's work has reminded me why I find process design and facilitation so compelling—it's a bottomless well of learning.\" \u003c\/p\u003e\u003cp\u003e—\u003cb\u003eCresswell Walker\u003c\/b\u003e, executive coach, Coaching Works Pte. 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