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Record Nr. |
UNINA9910465441203321 |
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Autore |
Danskin Karl <1957-> |
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Titolo |
Virtuous meetings : technology + design for high engagement in large groups / / Karl Danskin, Lenny Lind |
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Pubbl/distr/stampa |
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San Francisco, California : , : Jossey-Bass, , 2014 |
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©2014 |
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ISBN |
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Descrizione fisica |
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1 online resource (354 p.) |
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Disciplina |
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Soggetti |
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Business meetings |
Telematics |
Decision making |
Information technology - Management |
Organizational behavior |
Electronic books. |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Nota di contenuto |
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Virtuous Meetings: Technology + Design for High Engagement in Large Groups; Contents; Preface: The Evolution of an Idea; Acknowledgments; Introduction; Part One: Choosing Virtuous Meetings; 1 Realizing Virtue in Large Group Meetings; THE VIRTUE OF COLLABORATION; THE VIRTUE OF ACTIVE CONTRIBUTION; What It Means to Be an Active Contributor; What Active Contribution Looks Like; THE KEYS TO CREATING A VIRTUOUS MEETING; The Goal: Convergence; The Keys; HOW LARGE MEETINGS HAVEN'T CHANGED; When Convergence Is Unattainable; What Do We Mean by "Large"?; SEEKING ALIGNMENT; Alignment and Communication |
THE HABIT OF CREATING PASSIVE AUDIENCESThe Confusion about "Passive-Audience" Style Design; Activities That Create a Passive Experience; Vicious Cycle of Participants as Passive Audience; THE VIRTUOUS MEETING ITSELF IS THE MESSAGE; CHAPTER ONE: QUICK SUMMARY; 2 The First Key: The Participant-Centered Approach; WHERE IT ALL STARTED; PARTICIPANTS GETTING THEIR VOICE BACK; Making Everyone's Ideas Visible; Advantages of the New Connectivity; CHAPTER |
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TWO: QUICK SUMMARY; 3 The Second Key: High-Speed Connectivity; THE SLOOWWW GROWTH OF CONNECTIVITY IN MEETINGS; WHAT THE TECHNOLOGY ALLOWS |
FRIENDLY SOFTWARETHE INPUT DEVICES; THE NETWORK: LOCAL OR INTERNET?; NETWORKING IN VENUES; THE VIRTUE OF CONNECTIVITY IN LARGE GROUP MEETINGS; ACTUALLY . . . IT'S NOT ABOUT THE TECHNOLOGY; POLLING VERSUS DISCUSSION: A Case Study In Why You Can't Have One Key Without the Other; CHAPTER THREE: QUICK SUMMARY; Case Story 1, Listening to the City-Rebuilding Lower Manhattan after 9/11; Case Story 2, A Global Manufacturing Organization; Part Two: Anchoring Virtuous Meetings; 4 The Use of Small Groups within Large Group Meetings; TWO INTEGRATED LEVELS OF PARTICIPANT EXPERIENCE |
What Works in Highly Engaged Small TeamsCan Shared Understanding Be Achieved in Large Groups?; How the Two Levels Work; PUTTING A TWO-LEVEL DESIGN INTO PRACTICE; Designing the Room for Two Levels of Experience; Perceived Alternatives to a Two-Level Meeting; Option 1: Let's All Do This as a Group!; Option 2: We Want to Hear from Every Person!; Option 3: Let's Do Breakouts!; HOW IT FEELS IN THE TABLE GROUP; You Become More Engaged When You Become Part of the Conversation; You Learn More When You Can Digest the Content; You Stay Energized When You Are Active; How It Feels in a Two-Level Meeting |
CHAPTER FOUR: QUICK SUMMARY5 Virtuous Engagement Cycles: Creating a Meta-Conversation; THE REVOLUTION: KNOWING WHAT THE GROUP IS THINKING; THE VALUE OF META CONVERSATIONS; VIRTUOUS ENGAGEMENT CYCLES: FOUR STAGES; Stage 1: Present; Stage 2: Discuss; Stage 3: Review; Stage 4: Respond; PUTTING ENGAGEMENT CYCLES INTO PRACTICE; COMPLETING ENGAGEMENT CYCLES; Why Cycles Don't Get Completed; Where Engagement Cycles Get Interrupted and the Impact; Ten Potential Missed Opportunities in Virtuous Meetings; CHAPTER FIVE: QUICK SUMMARY; Case Story 3, Leadership Meeting for a Global Procurement Organization |
Case Story 4, Leadership Meeting for a U.S. Insurance Organization |
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Sommario/riassunto |
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Technology + Design leads to breakthrough in large meeting productivity Virtuous Meetings: Technology + Design for High Engagement in Large Groups breaks out of the confines of the meeting room to show the reader what is possible when you need to get large groups of people talking and making decisions together. The book shows that it is possible to achieve effective outcomes in large, important meetings - the kind of meetings that most organizations rely upon for aligning their leaders with strategy or managing change, innovation, and crises. When it matters most what the participants are thin |
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