LEADER 05348nam 2200709Ia 450 001 9910451112903321 005 20200520144314.0 010 $a1-281-28542-0 010 $a9786611285425 010 $a0-470-28988-0 035 $a(CKB)1000000000409739 035 $a(EBL)335807 035 $a(OCoLC)476150955 035 $a(SSID)ssj0000228148 035 $a(PQKBManifestationID)11175525 035 $a(PQKBTitleCode)TC0000228148 035 $a(PQKBWorkID)10153655 035 $a(PQKB)11634176 035 $a(MiAaPQ)EBC335807 035 $a(Au-PeEL)EBL335807 035 $a(CaPaEBR)ebr10296568 035 $a(CaONFJC)MIL128542 035 $a(EXLCZ)991000000000409739 100 $a20080131d2008 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aProcess design$b[electronic resource] $emaking it work : a practical guide to what to do when and how for facilitators, consultants, managers, and coaches /$fDorothy Strachan, Paul Tomlinson 205 $a1st ed. 210 $aSan Francisco $cJossey-Bass$dc2008 215 $a1 online resource (283 p.) 225 1 $aJossey-Bass business & management series 300 $aDescription based upon print version of record. 311 $a0-470-18270-9 320 $aIncludes bibliographical references. 327 $aPROCESS DESIGN: Making it Work; Contents; Acknowledgments; The Authors; Introduction; THEMES; ABOUT THE WORD PROCESS; ABOUT PROPOSITIONS; INVESTING IN PROCESS DESIGN; Part I: A STEPWISE APPROACH; Chapter 1: Six Steps; STEP 1. COMPLETE A PROCESS TERMS OF REFERENCE; STEP 2. BLOCK THE AGENDA; STEP 3. DEVELOP AND CONFIRM HOW THE AGENDA WILL FLOW; STEP 4. BUILD A PRELIMINARY DESIGN; STEP 5. CHECK THE PRELIMINARY DESIGN WITH OTHERS; STEP 6. COMPLETE THE DESIGN; PROPOSITIONS; Chapter 2: Guidelines for Process Design; MAKE UPSTREAM PREVENTION A PRIORITY; CURB THE "OVERS" 327 $aTHINK STRATEGICALLY ABOUT EXPERTISELISTEN FOR MENTAL MAPS; APPROACH TIME CONSCIOUSLY; CREATE AN ENVIRONMENT THAT SUPPORTS LEARNING; RETHINK OPENINGS AND CLOSINGS; AND FINALLY...; PROPOSITIONS; Part II: THE PEOPLE FACTORS: PERSPECTIVES, POWER, AND VALUES; Chapter 3: The Perspectives Factor in Process Design; MINING PERSPECTIVES; GROUP PARTICIPATION STYLES; PROPOSITIONS; Chapter 4: The Power Factor in Process Design; TYPES OF POWER; POWER AND COMMITMENT; USING POWER POSITIVELY; PROPOSITIONS; Chapter 5: The Values Factor in Process Design; ABOUT VALUES; A VALUES HIERARCHY 327 $aIMPLICATIONS FOR PROCESS DESIGNIN SUMMARY; PROPOSITIONS; Part III: DUE DILIGENCE: A PROCESS TERMS OF REFERENCE; Chapter 6: About a Process Terms of Reference; MAPS AND TERRITORIES; DEVELOPING A PTR; A COLLABORATIVE STANCE; PRACTICE GUIDELINES: DEVELOPING A PTR; PROPOSITIONS; Chapter 7: Understanding the Situation; SAMPLE QUESTIONS FOR EXPLORING THE SITUATION; PRACTICE GUIDELINES: SITUATION; EXAMPLES: SITUATION; PROPOSITIONS; Chapter 8: Developing a Focus; PURPOSE; SAMPLE QUESTIONS FOR DEVELOPING A PURPOSE STATEMENT; OBJECTIVES, OUTPUTS, AND OUTCOMES 327 $aSAMPLE QUESTIONS FOR DEVELOPING OBJECTIVES, OUTPUTS, AND OUTCOMESPRACTICE GUIDELINES: PURPOSE, OBJECTIVES, OUTPUTS, AND OUTCOMES; EXAMPLES: PURPOSE, OBJECTIVES, OUTPUTS, AND OUTCOMES; PROPOSITIONS; Chapter 9: Stakeholder Collaboration; STAKEHOLDER PERSPECTIVES AND CATEGORIES; SAMPLE QUESTIONS FOR IDENTIFYING STAKEHOLDERS; PRACTICE GUIDELINES: STAKEHOLDER COLLABORATION; EXAMPLES: KEY STAKEHOLDERS; PROPOSITIONS; Chapter 10: Core Assumptions; SCOPE; SAMPLE QUESTIONS FOR DEVELOPING ASSUMPTIONS; PRACTICE GUIDELINES: CORE ASSUMPTIONS; EXAMPLES: CORE ASSUMPTIONS; PROPOSITIONS 327 $aChapter 11: Key ConsiderationsSAMPLE QUESTIONS FOR DEVELOPING KEY CONSIDERATIONS; PRACTICE GUIDELINES: KEY CONSIDERATIONS; EXAMPLES: KEY CONSIDERATIONS; PROPOSITIONS; Chapter 12: Work Plan; SAMPLE QUESTIONS FOR DEVELOPING A WORK PLAN; PRACTICE GUIDELINES: WORK PLAN; EXAMPLE: A SIMPLE WORK PLAN; EXAMPLE: A COMPLEX WORK PLAN; PROPOSITIONS; Chapter 13: Governance; SAMPLE QUESTIONS FOR DEVELOPING A GOVERNANCE STRUCTURE; PRACTICE GUIDELINES: GOVERNANCE; EXAMPLES: GOVERNANCE STRUCTURES; PROPOSITIONS; Chapter 14: Essential Documents 327 $aSAMPLE QUESTIONS FOR IDENTIFYING AND DEVELOPING ESSENTIAL DOCUMENTS 330 $aProcess Design: Making It Work helps process consultants, managers, facilitators, coaches, organizational development consultants?and anyone else who works with groups?to set up and deliver dynamic, creative process designs. Filled with illustrative cases, examples, and templates, this step-by-step resource is an invaluable aid when creating customized agendas and designs for situations ranging from basic meetings to complex, multiphased processes. 410 0$aJossey-Bass business & management series. 606 $aGroup facilitation 606 $aPlanning 608 $aElectronic books. 615 0$aGroup facilitation. 615 0$aPlanning. 676 $a658.4 676 $a658.5/1 676 $a658.51 700 $aStrachan$b Dorothy$f1947-$0956997 701 $aTomlinson$b Paul$f1942-$0956998 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910451112903321 996 $aProcess design$92167391 997 $aUNINA