{"product_id":"the-skilled-facilitator-isbn-9781119064398","title":"The Skilled Facilitator","description":"\u003cb\u003eHelp groups deliver results with an updated approach to facilitation and consulting\u003c\/b\u003e \u003cp\u003e\u003ci\u003eThe Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Trainers, and Coaches, Third Edition\u003c\/i\u003e is a fundamental resource for consultants, facilitators, coaches, trainers, and anyone who helps groups realize their creative and problem-solving potential. This new edition includes updated content based on the latest research and revised models of group effectiveness and mutual learning. Roger M. Schwarz shows how to use the Skilled Facilitator approach to: boost improvement processes such as Six Sigma and Lean, create a psychologically safe learning environment for training, and help coaches work with teams and individuals in real-time. This edition features a new chapter that explains how to facilitate virtual teams using conferencing technology. \u003c\/p\u003e\u003cp\u003eFacilitation skills are essential in many kinds of work, and if you are looking to bring your skills up to date it is critical that you rely on trusted information like the knowledge offered in this go-to reference. \u003c\/p\u003e\u003cul\u003e \u003cli\u003eDevelop the facilitative mentality and skills that enable you to help groups get better results, even in the most challenging situations\u003c\/li\u003e \u003cli\u003eHelp groups achieve greater performances, stronger working relationships, and higher levels of individual well-being\u003c\/li\u003e \u003cli\u003eQuickly develop productive and trusting work relationships with the groups you help\u003c\/li\u003e \u003cli\u003eEstablish the functions of your facilitative role\u003c\/li\u003e \u003cli\u003eImplement a research-based, systematic approach to diagnose and intervene in groups and improve their performance and results\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eThe Skilled Facilitator\u003c\/i\u003e is a practical resource for corporate, government, non-profit, and educational practitioners, as well as graduate students in group-focused programs. This edition contains up-to-date material, based on recent studies, to help facilitators move beyond arbitrary tactics to utilize cutting edge, research-based strategies that improve group processes, relationships, mindsets, and outcomes. \u003c\/p\u003e\u003cp\u003ePreface to the Third Edition xvii\u003c\/p\u003e \u003cp\u003eWhat \u003ci\u003eThe Skilled Facilitator\u003c\/i\u003e is About xvii\u003c\/p\u003e \u003cp\u003eWho This Book is For xix\u003c\/p\u003e \u003cp\u003eHow the Book is Organized xix\u003c\/p\u003e \u003cp\u003eFeatures of the Book xxii\u003c\/p\u003e \u003cp\u003eWhat’s Different in the Third Edition xxiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One The Foundation 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 The Skilled Facilitator Approach 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Need for Group Facilitation 3\u003c\/p\u003e \u003cp\u003eMost People Who Need to Facilitate Aren’t Facilitators 3\u003c\/p\u003e \u003cp\u003eIs This Book for You? 4\u003c\/p\u003e \u003cp\u003eThe Skilled Facilitator Approach 8\u003c\/p\u003e \u003cp\u003eExperiencing the Skilled Facilitator Approach 10\u003c\/p\u003e \u003cp\u003eMaking the Skilled Facilitator Approach Your Own 11\u003c\/p\u003e \u003cp\u003eSummary 12\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 The Facilitator and Other Facilitative Roles 13\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChoosing a Facilitative Role 13\u003c\/p\u003e \u003cp\u003eBasic and Developmental Types of Roles 23\u003c\/p\u003e \u003cp\u003eServing in Multiple Facilitative Roles 25\u003c\/p\u003e \u003cp\u003eWhen It’s Appropriate to Leave the Role of Facilitator 25\u003c\/p\u003e \u003cp\u003eThe Group is Your Client 28\u003c\/p\u003e \u003cp\u003eWhat is Your Responsibility for the Group’s Results? 29\u003c\/p\u003e \u003cp\u003eSummary 33\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 How You Think is How You Facilitate: How Unilateral Control Undermines Your Ability to Help Groups 35\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow You Think: Your Mindset as an Operating System 36\u003c\/p\u003e \u003cp\u003eTwo Mindsets: Unilateral Control and Mutual Learning 37\u003c\/p\u003e \u003cp\u003eHow You Think is Not How You Think You Think 37\u003c\/p\u003e \u003cp\u003eThe CIO Team Survey Feedback Case 38\u003c\/p\u003e \u003cp\u003eThe Unilateral Control Approach 41\u003c\/p\u003e \u003cp\u003eValues of the Unilateral Control Mindset 41\u003c\/p\u003e \u003cp\u003eAssumptions of the Unilateral Control Mindset 45\u003c\/p\u003e \u003cp\u003eUnilateral Control Behaviors 46\u003c\/p\u003e \u003cp\u003eResults of Unilateral Control 50\u003c\/p\u003e \u003cp\u003eGive-Up-Control Approach 55\u003c\/p\u003e \u003cp\u003eHow Unilateral Control Reinforces Itself 55\u003c\/p\u003e \u003cp\u003eHow Did We Learn Unilateral Control? 56\u003c\/p\u003e \u003cp\u003eMoving from Unilateral Control to Mutual Learning 57\u003c\/p\u003e \u003cp\u003eSummary 58\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Facilitating with the Mutual Learning Approach 59\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Mutual Learning Approach 59\u003c\/p\u003e \u003cp\u003eValues of the Mutual Learning Mindset 61\u003c\/p\u003e \u003cp\u003eAssumptions of the Mutual Learning Mindset 75\u003c\/p\u003e \u003cp\u003eMutual Learning Behaviors 77\u003c\/p\u003e \u003cp\u003eResults of Mutual Learning 80\u003c\/p\u003e \u003cp\u003eThe Reinforcing Cycles of Mutual Learning 84\u003c\/p\u003e \u003cp\u003eAre There Times When Unilateral Control is the Better Approach? 85\u003c\/p\u003e \u003cp\u003eSummary 86\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Eight Behaviors for Mutual Learning 87\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing the Eight Behaviors 87\u003c\/p\u003e \u003cp\u003eBehavior 1: State Views and Ask Genuine Questions 89\u003c\/p\u003e \u003cp\u003eBehavior 2: Share All Relevant Information 94\u003c\/p\u003e \u003cp\u003eBehavior 3: Use Specific Examples and Agree on What Important Words Mean 97\u003c\/p\u003e \u003cp\u003eBehavior 4: Explain Reasoning and Intent 99\u003c\/p\u003e \u003cp\u003eBehavior 5: Focus on Interests, Not Positions 101\u003c\/p\u003e \u003cp\u003eBehavior 6: Test Assumptions and Inferences 103\u003c\/p\u003e \u003cp\u003eBehavior 7: Jointly Design Next Steps 114\u003c\/p\u003e \u003cp\u003eBehavior 8: Discuss Undiscussable Issues 117\u003c\/p\u003e \u003cp\u003eLearning to Use the Behaviors 119\u003c\/p\u003e \u003cp\u003eSummary 120\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Designing and Developing Effective Groups 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow a Team Effectiveness Model Helps You and the Teams and Groups You Work With 122\u003c\/p\u003e \u003cp\u003eThe Difference between Teams and Groups—and Why It Matters 122\u003c\/p\u003e \u003cp\u003eHow Interdependence Affects Your Work with Teams and Groups 127\u003c\/p\u003e \u003cp\u003eThe Team Effectiveness Model 128\u003c\/p\u003e \u003cp\u003eWhat’s Your Mindset as You Design? 132\u003c\/p\u003e \u003cp\u003eTeam Structure, Process, and Context 133\u003c\/p\u003e \u003cp\u003eTeam Structure 134\u003c\/p\u003e \u003cp\u003eTeam Process 139\u003c\/p\u003e \u003cp\u003eTeam Context 143\u003c\/p\u003e \u003cp\u003eInterorganizational Teams and Groups 150\u003c\/p\u003e \u003cp\u003eHelping Design or Redesign a Team or Group 150\u003c\/p\u003e \u003cp\u003eSummary 153\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two Diagnosing and Intervening with Groups 155\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Diagnosing and Intervening with Groups 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat You Need to Diagnose 158\u003c\/p\u003e \u003cp\u003eWhat You Need to Intervene 160\u003c\/p\u003e \u003cp\u003eThe Mutual Learning Cycle 160\u003c\/p\u003e \u003cp\u003eSummary 163\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 How to Diagnose Groups 165\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStep 1: Observe Behavior 165\u003c\/p\u003e \u003cp\u003eStep 2: Make Meaning 171\u003c\/p\u003e \u003cp\u003eStep 3: Choose Whether, Why, and How to Intervene 178\u003c\/p\u003e \u003cp\u003eChallenges in Diagnosing Behavior and How to Manage Them 186\u003c\/p\u003e \u003cp\u003eSummary 192\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 How to Intervene with Groups 193\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKey Elements of the Intervention Steps 193\u003c\/p\u003e \u003cp\u003eUsing the Mutual Learning Cycle to Intervene: An Example 196\u003c\/p\u003e \u003cp\u003eStep 4: Test Observations 198\u003c\/p\u003e \u003cp\u003eStep 5: Test Meaning 200\u003c\/p\u003e \u003cp\u003eStep 6: Jointly Design Next Steps 203\u003c\/p\u003e \u003cp\u003eHow to Move through the Intervention Steps 205\u003c\/p\u003e \u003cp\u003eChoosing Your Words Carefully 209\u003c\/p\u003e \u003cp\u003eSummary 212\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Diagnosing and Intervening on the Mutual Learning Behaviors 213\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow Mutual Learning Behaviors Differ from Many Ground Rules 213\u003c\/p\u003e \u003cp\u003eContracting to Intervene on Mutual Learning Behaviors 214\u003c\/p\u003e \u003cp\u003eIntervening on the Mutual Learning Behaviors 218\u003c\/p\u003e \u003cp\u003eBehavior 1: State Views and Ask Genuine Questions 220\u003c\/p\u003e \u003cp\u003eBehavior 2: Share All Relevant Information 220\u003c\/p\u003e \u003cp\u003eBehavior 3: Use Specific Examples and Agree on What Important Words Mean 221\u003c\/p\u003e \u003cp\u003eBehavior 4: Explain Reasoning and Intent 222\u003c\/p\u003e \u003cp\u003eBehavior 5: Focus on Interests, Not Positions 223\u003c\/p\u003e \u003cp\u003eBehavior 6: Test Assumptions and Inferences 225\u003c\/p\u003e \u003cp\u003eBehavior 7: Jointly Design Next Steps 227\u003c\/p\u003e \u003cp\u003eBehavior 8: Discuss Undiscussable Issues 230\u003c\/p\u003e \u003cp\u003eSummary 231\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Using Mutual Learning to Improve Other Processes and Techniques 233\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing Mutual Learning to Diagnose and Intervene on Other Processes 233\u003c\/p\u003e \u003cp\u003eDiagnosing and Intervening When Groups are Using a Process Ineffectively 235\u003c\/p\u003e \u003cp\u003eDiagnosing and Intervening on Processes That are Incongruent with Mutual Learning 237\u003c\/p\u003e \u003cp\u003eDiagnosing and Intervening on Processes That Espouse Mutual Learning: Lean and Other Continuous Improvement Approaches 244\u003c\/p\u003e \u003cp\u003eSummary 246\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Diagnosing and Intervening on Emotions—The Group’s and Yours 249\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Challenge 249\u003c\/p\u003e \u003cp\u003eHow People Generate Emotions 250\u003c\/p\u003e \u003cp\u003eHow Groups Express Emotions 252\u003c\/p\u003e \u003cp\u003eManaging Your Own Emotions 254\u003c\/p\u003e \u003cp\u003eDeciding How to Intervene 256\u003c\/p\u003e \u003cp\u003eIntervening on Emotions 259\u003c\/p\u003e \u003cp\u003eHelping People Express Emotions Effectively 259\u003c\/p\u003e \u003cp\u003eHelping People Reduce Defensive Thinking 259\u003c\/p\u003e \u003cp\u003eHelping the Group Express Positive Emotions 265\u003c\/p\u003e \u003cp\u003eWhen People Get Angry with You 267\u003c\/p\u003e \u003cp\u003eLearning from Your Experiences 267\u003c\/p\u003e \u003cp\u003eSummary 268\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Three Agreeing to Work Together 269\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13 Contracting: Deciding Whether and How to Work with a Group 271\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Contract? 272\u003c\/p\u003e \u003cp\u003eFive Stages of Contracting 272\u003c\/p\u003e \u003cp\u003eStage 1: Making Initial Contact with a Primary Client Group Member 274\u003c\/p\u003e \u003cp\u003eStage 2: Planning the Facilitation 283\u003c\/p\u003e \u003cp\u003eStage 3: Reaching Agreement with the Entire Group 293\u003c\/p\u003e \u003cp\u003eStage 4: Conducting the Facilitation 295\u003c\/p\u003e \u003cp\u003eStage 5: Completing and Evaluating the Facilitation 295\u003c\/p\u003e \u003cp\u003eSummary 297\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14 Working with a Partner 299\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDeciding Whether to Partner 299\u003c\/p\u003e \u003cp\u003eDividing and Coordinating the Labor 306\u003c\/p\u003e \u003cp\u003eAllocating Roles within Your Division of Labor 308\u003c\/p\u003e \u003cp\u003eDeveloping Healthy Boundaries between You and Your Partner 310\u003c\/p\u003e \u003cp\u003eDebriefing with Your Partner 314\u003c\/p\u003e \u003cp\u003eSummary 314\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15 Serving in a Facilitative Role in Your Own Organization 317\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAdvantages and Disadvantages of the Internal Facilitative Role 317\u003c\/p\u003e \u003cp\u003eHow Your Internal Facilitative Role is Shaped 320\u003c\/p\u003e \u003cp\u003eShaping Your Facilitative Role 321\u003c\/p\u003e \u003cp\u003eChanging Your Facilitative Role from the Outside In 329\u003c\/p\u003e \u003cp\u003eSummary 330\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Four Working with Technology 333\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16 Using Virtual Meetings 335\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChoosing Which Type of Virtual Meeting Technology to Use—If Any 336\u003c\/p\u003e \u003cp\u003eThe Challenges That Virtual Meetings Create 339\u003c\/p\u003e \u003cp\u003eDesigning and Facilitating Virtual Meetings to Meet These Challenges 341\u003c\/p\u003e \u003cp\u003eSummary 345\u003c\/p\u003e \u003cp\u003eNotes 347\u003c\/p\u003e \u003cp\u003eAcknowledgments 361\u003c\/p\u003e \u003cp\u003eAbout the Author 363\u003c\/p\u003e \u003cp\u003eAbout Roger Schwarz \u0026amp; Associates’ Work with Clients 365\u003c\/p\u003e \u003cp\u003eThe Skilled Facilitator Intensive Workshop 367\u003c\/p\u003e \u003cp\u003eIndex 369\u003c\/p\u003e   \u003cp\u003e\u003cb\u003eROGER SCHWARZ\u003c\/b\u003e is an organizational psychologist and president and CEO of Roger Schwarz \u0026amp; Associates, Inc., a consulting firm that helps teams create fundamental change to get better results. He facilitates leadership teams and teaches, consults, coaches, and speaks on facilitation, leadership, and developing effective teams. He is the author of \u003ci\u003eSmart Leaders, Smarter Teams\u003c\/i\u003e and \u003ci\u003eThe Skilled Facilitator Fieldbook,\u003c\/i\u003e and blogs for \u003ci\u003eHarvard Business Review.\u003c\/i\u003e Contact him at www.schwarzassociates.com or find him on Twitter @LeadSmarter.    \u003c\/p\u003e\u003cp\u003eThe third edition of \u003ci\u003eThe Skilled Facilitator\u003c\/i\u003e by Roger Schwarz is the thoroughly revised and updated resource that has become the standard reference in the field. Well grounded in research and theory, this comprehensive and integrative approach to facilitation is designed for consultants, facilitators, coaches, trainers, and anyone who helps groups realize their creative and problem-solving potential. The Skilled Facilitator\u003ci\u003e\u003c\/i\u003e approach is a proven systems approach in which all the parts fit together and reinforce each other because they are based on the same set of core values, assumptions, and principles. This enables groups to achieve three results: stronger performance, more productive working relationships, and greater individual well-being. \u003c\/p\u003e\u003cp\u003eWhile retaining the essential information from the previous editions, this new edition offers completely revised models of group effectiveness and mutual learning. Roger Schwarz highlights the roles of the consultant, coach, and trainer, and offers a detailed explanation of how to approach a situation depending on the facilitative role. In addition, there is a completely new chapter on facilitating virtual meetings using conferencing technology. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eThe Skilled Facilitator\u003c\/i\u003e explores the foundational skills needed to work from a productive mindset, explains how to adopt the effective mutual learning approach, and includes ideas for determining the right role for the right situation. Experienced facilitators and those new to the profession will have the information needed to effectively observe a group, figure out what is happening that is limiting the group's effectiveness, and when to intervene to help the group become more successful. In addition, the author offers step-by-step instructions for reaching an agreement to work with a group and offers advice for deciding whether to work with a partner. Schwarz also includes suggestions for working internally within your organization. \u003c\/p\u003e\u003cp\u003eThe real-life stories and verbatim examples from the author reveal how to effectively apply the Skilled Facilitator approach in everyday practice and the pitfalls to avoid. The author explains how using this proven approach will strengthen improvement processes and create a psychologically safe learning environment for training. In addition, Schwarz provides help for coaches who work with teams and individuals in real-time. \u003c\/p\u003e\u003cp\u003eFacilitation skills are essential in many kinds of work. For anyone who wants to hone their skills and bring them up-to-date, \u003ci\u003eThe Skilled Facilitator\u003c\/i\u003e is their go-to reference.    \u003c\/p\u003e\u003cp\u003e\u003cb\u003ePRAISE FOR THE SKILLED FACILITATOR\u003c\/b\u003e  \u003c\/p\u003e\u003cp\u003e\"This book replaces about a dozen that I have on my shelf. It has become \u003ci\u003ethe\u003c\/i\u003e book on facilitation that aspiring and accomplished consultants should read.\" \u003cbr\u003e\u003cb\u003e —Geoffrey Bellman,\u003c\/b\u003e author of \u003ci\u003eThe Consultant's Calling\u003c\/i\u003e and \u003ci\u003eExtraordinary Groups\u003c\/i\u003e \u003c\/p\u003e\u003cp\u003e\"There is no better guide for how to intervene effectively in organizational groups than Roger Schwarz.  His incredibly useful third edition of\u003ci\u003e The Skilled Facilitator\u003c\/i\u003e adds a framework that makes clear distinctions among roles such as coach, consultant, and facilitator, and makes cogent recommendations for each role. At the heart and soul of Schwarz's wisdom is the notion of mindset—that we must first consider and alter our own thinking before we can work productively with the complexity of group dynamics.\" \u003cbr\u003e\u003cb\u003e —Amy C. Edmondson,\u003c\/b\u003e Novartis Professor of Leadership and Management, Harvard Business School and author of \u003ci\u003eTeaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy\u003c\/i\u003e  \u003c\/p\u003e\u003cp\u003e\"\u003ci\u003eThe Skilled Facilitator\u003c\/i\u003e is essential reading for every group facilitator, consultant, and team coach to be grounded in the values, assumptions, principles and practice of group facilitation. In the third edition, Roger Schwarz continues to address these matters thoughtfully, coherently, and comprehensively so readers can help groups create the results they need.\" \u003cbr\u003e\u003cb\u003e —Sandor P. Schuman,\u003c\/b\u003e editor of \u003ci\u003eThe IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation\u003c\/i\u003e  \u003c\/p\u003e\u003cp\u003e\"The heart of Roger Schwarz's approach to facilitation is mutual learning between the facilitator and group and between all members of the group. As he points out so aptly, mutual learning is a different mindset than unilateral control and when under stress it is common for facilitators to default to control. This book provides a launching point for the deliberate practice required to facilitate high performing work groups.\" \u003cbr\u003e\u003cb\u003e —Jeffrey Liker,\u003c\/b\u003e Professor, University of Michigan and author of \u003ci\u003eThe Toyota Way\u003c\/i\u003e  \u003c\/p\u003e\u003cp\u003e\"I'm deeply grateful to Roger Schwarz, the modern master of facilitation theory and practice, for giving us a sleeker, tighter, and more modern version of his magnum opus. For many years, my Wharton students have reaped the powerful rewards of his earlier edition's careful instruction; it's changed their minds and their lives. With this seamlessly coherent and crucially substantial upgrade to what was already the field's gold standard, future students of collective action seeking a rigorous, highly practical method have a yet wiser guide.\" \u003cbr\u003e\u003cb\u003e —Stew Friedman,\u003c\/b\u003e author of \u003ci\u003eTotal Leadership\u003c\/i\u003e and founding director of the Wharton Leadership Program\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47990341042405,"sku":"NP9781119064398","price":47.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119064398.jpg?v=1761787427","url":"https:\/\/k12savings.com\/products\/the-skilled-facilitator-isbn-9781119064398","provider":"K12savings","version":"1.0","type":"link"}