{"product_id":"consensus-through-conversations-isbn-9781576754191","title":"Consensus Through Conversations","description":"Whether you facilitate meetings for a living or simply as part of your job, you’ve surely found yourself “standing in the fire”—at the center of a group that is polarized, angry, fearful, and confused. Veteran facilitator Larry Dressler has found that what makes the crucial difference in these situations is the leader’s presence. You have to master a \u003ci\u003eway of being\u003c\/i\u003e that allows you to remain effective no matter how hot things get.\u003cbr\u003e Dressler shows how to cultivate six “stances”—mental, emotional, and physical— that will keep you steady, impartial, purposeful, compassionate, and good-humored,. Drawing on his own experiences and the insights of thirty-five distinguished practitioners, he helps you keep your cool and make the kind of inventive, split-second decisions these pressure-cooker situations demand.Foreword by Pierre Gagnon   \u003cbr\u003e Preface   \u003cbr\u003e INTRODUCTION: THE NEW RULES OF DECISION-MAKING\u003cbr\u003e CHAPTER 1: WHAT IS CONSENSUS?   \u003cbr\u003e Consensus Defined   \u003cbr\u003e Beliefs That Guide Consensus   \u003cbr\u003e Choosing the Right Decision-Making Approach   \u003cbr\u003e Alternatives to Consensus\u003cbr\u003e Common Misconceptions   \u003cbr\u003e Consensus in Action   \u003cbr\u003e CHAPTER 2: HOW DO I PREPARE?\u003cbr\u003e Determine Whether Consensus Is a Good Fit   \u003cbr\u003e Decide Who to Involve in the Decision   \u003cbr\u003e Enlist a Skilled Facilitator    \u003cbr\u003e Clarify the Group’s Scope and Authority   \u003cbr\u003e Educate Group Members   \u003cbr\u003e Develop an Agenda   \u003cbr\u003e Gather the Relevant Information   \u003cbr\u003e Start the Meeting Off Right   \u003cbr\u003e CHAPTER 3: WHAT ARE THE BASIC STEPS?   \u003cbr\u003e Step One: Define the Issue\u003cbr\u003e Step Two: Establish Decision Criteria   \u003cbr\u003e Step Three: Craft the Proposal   \u003cbr\u003e Step Four: Test for Consensus   \u003cbr\u003e Step Five: Reach Agreement\u003cbr\u003e CHAPTER 4: HOW DO I WORK WITH DISAGREEMENT?\u003cbr\u003e Using Consensus Cards   \u003cbr\u003e Expressing and Resolving Legitimate Concerns   \u003cbr\u003e Dealing with Opposition or “Blocks”\u003cbr\u003e CHAPTER 5: SIX TRAPS THAT UNDERMINE CONSENSUS\u003cbr\u003e Member Absence from Critical Meetings   \u003cbr\u003e Grandstanding Members   \u003cbr\u003e Obstructive Blocking   \u003cbr\u003e Pressuring Members to Conform (Coercive Tactics)   \u003cbr\u003e Group Fatigue and\/or Frustration\u003cbr\u003e Silent Members\u003cbr\u003e CHAPTER 6: TEN TIPS FOR BETTER CONSENSUS MEETINGS\u003cbr\u003e Set Clear Ground Rules   \u003cbr\u003e Use a “Group Memory”   \u003cbr\u003e Distinguish “Must” from “Want” Criteria   \u003cbr\u003e Use Silence and Pauses   \u003cbr\u003e Assign Questions and Tasks to Breakout Groups\u003cbr\u003e Put Discussion in a Fishbowl   \u003cbr\u003e Stack Participants   \u003cbr\u003e Take a Break   \u003cbr\u003e Use Technology Wisely   \u003cbr\u003e Evaluate the Meeting\u003cbr\u003e CHAPTER 7: TOWARD HIGH-COMMITMENT DECISIONS   \u003cbr\u003e Return to the Roots of Consensus   \u003cbr\u003e Remember the Words of My Teachers   \u003cbr\u003e Reconnect with My Purpose and Values   \u003cbr\u003e Resource Guide   \u003cbr\u003e Index   \u003cbr\u003e About the Author“In this wise and stimulating book, Dressler draws on his rich experience to show us how to bring our personal best to facilitating polarized group situations.”\u003cbr\u003e \u003cb\u003e—William Ury, coauthor of \u003ci\u003eGetting to Yes\u003c\/i\u003e and author of \u003ci\u003eThe Power of a Positive No\u003cbr\u003e \u003c\/i\u003e\u003c\/b\u003e\u003ci\u003e\u003cbr\u003e \u003c\/i\u003e“An invaluable companion for all those who train, facilitate, run, or design high-stakes meeings…Dressler’s well of wisdom is awe-inspiring.”\u003cbr\u003e \u003cb\u003e—Susan Scott, author of \u003ci\u003eFierce Conversations\u003c\/i\u003e and \u003ci\u003eFierce Leadership\u003cbr\u003e \u003c\/i\u003e\u003c\/b\u003e\u003ci\u003e\u003cbr\u003e \u003c\/i\u003e“A book for anyone who feels called to stand in hard places and help people find life-giving ways to proceed.”\u003cbr\u003e \u003cb\u003e—Parker Palmer, author of \u003ci\u003eA Hidden Wholeness\u003c\/i\u003e,\u003ci\u003e Let Your Life Speak,\u003c\/i\u003e and \u003ci\u003eThe Courage to Teach\u003c\/i\u003e\u003cbr\u003e \u003c\/b\u003e\u003cbr\u003e “Practical, insightful, and filled with entertaining stories. I recommend this book for anyone working in the arena of public engagement and deliberation.”\u003cbr\u003e \u003cb\u003e—Sandy Heierbacher, Director, National Coalition for Dialogue and Deliberation\u003cbr\u003e \u003c\/b\u003eFor more than fifteen years, Larry Dressler has designed and facilitated conversations and learning experiences that elicit new insights and inspire action in organizations. He is sought out by executive leaders as a trusted advisor on how to weave candor, commitment, collaboration and continuous learning into the fabric of the workplace.\u003cbr\u003e As the founder of Blue Wing Consulting, Larry has traveled throughout the country speaking, consulting, and connecting with people who embody what he calls “Wide-Awake LeadershipTM.” He has worked with a wide variety of organizations, including Nissan Motors, USC University Hospital, Starbucks, Washington Department of Ecology, Pediatric AIDS Foundation, U.S. Federal Protective Services, and Cisco Systems.\u003cbr\u003e Described by clients as a “gentle instigator of breakthrough conversations,” Larry’s work has brought him to interesting places including the headquarters of companies in 30 industries, a “circus school” in Colorado, the Ecuadorian Amazon, and Skid Row, Los Angeles. Whether in a corporate boardroom, on a factory floor or underneath a rainforest canopy, Larry’s special talent for posing powerful questions and setting collaboration in motion is at the heart of his work.\u003cbr\u003e Larry’s education combines the disciplines of social psychology and business strategy. He earned his BA degree in Sociology from UCLA and an MBA from the UCLA Anderson Graduate School of Management. He has also completed post-graduate coursework in Organizational Psychology. He lives with his wife, Linda in Boulder, Colorado.The New Rules of Decision-Making\u003cbr\u003e\u003cbr\u003e You think that because you understand ONE, you understand TWO because one and one make two. But you must understand AND.\u003cbr\u003e\u003cbr\u003e —Sufi Proverb\u003cbr\u003e\u003cbr\u003e For today’s leaders, understanding AND means discovering the power of putting the right people in the same room at the right moment for the right conversation. Understanding AND means recognizing that there are times when you gain influence, credibility and commitment by including others in critical decisions. Understanding AND means embracing the idea that multiple, often conflicting perspectives can be creatively combined into breakthrough solutions.\u003cbr\u003e\u003cbr\u003e 2\u003cbr\u003e\u003cbr\u003e AND is about inclusive leadership—the art of bringing diverse voices to the table and seeing what can be learned and accomplished. In the past, a more inclusive way of leading and making decisions was a philosophical choice. Today, it is a business imperative. In every corner of organizational life, collective decision-making has become the rule rather than the exception. Let’s look at some of the reasons why this is becoming truer each day.\u003cbr\u003e\u003cbr\u003e Hierarchical organizations are giving way to flat networks. The “leader as brain, employees as body” model of organizations is obsolete. Leaders recognize that in today’s complex and changing environment, one person rarely has a corner on the knowledge and judgment market.\u003cbr\u003e Technology has put information in the hands of the people who need it most—particularly those on the front lines. Well-informed decisions must include the perspective of those with first-hand experience.\u003cbr\u003e The issues organizations and communities face are increasingly complex. The only way to navigate complexity is to test the implications and impacts of our solutions by drawing on a wide range of resources and perspectives. When we fail to involve the right stakeholders, we often create problems that are more significant than the original problem we were trying to address.\u003cbr\u003e A new generation of knowledge workers are voting with their feet. They want to be included. They want to influence decisions that impact their work. If they can’t, they take their skills and knowledge and go elsewhere.\u003cbr\u003e The ability to implement a decision quickly is as important as agility in making the decision. Fast implementation is determined by the extent to which people understand and support the decision. Participation accelerates execution.\u003cbr\u003e Given the foregoing trends, consensus has become a more and more common approach to decision-making in organizations. As you move toward more inclusive leadership, consensus is one of those strategic tools that you will want to have in your repertoire.","brand":"Berrett-Koehler Publishers","offers":[{"title":"Default Title","offer_id":46304291487973,"sku":"NP9781576754191","price":15.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781576754191.jpg?v=1767724059","url":"https:\/\/k12savings.com\/products\/consensus-through-conversations-isbn-9781576754191","provider":"K12savings","version":"1.0","type":"link"}