Download Facilitator's Guide to Participatory Decision-Making by Sam Kaner PDF

By Sam Kaner

"The most sensible publication on collaboration ever written!"—Diane Flannery, founding CEO, Juma VenturesAnd now this vintage booklet is even better—much greater. thoroughly revised and up-to-date, the second one variation is loaded with new instruments and techniques.Two strong new chapters on time table designA complete part dedicated to attaining closureMore than two times as many instruments for dealing with tough dynamics70 brand-new pages and over a hundred pages considerably stronger

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Read or Download Facilitator's Guide to Participatory Decision-Making (Jossey-Bass Business & Management) PDF

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Additional info for Facilitator's Guide to Participatory Decision-Making (Jossey-Bass Business & Management)

Example text

20 Community At Work © 2007 re su o l C one Z ✔ FACILITATOR’S GUIDE TO PARTICIPATORY DECISION-MAKING DYNAMICS OF GROUP DECISION-MAKING A OF L R E DE POWIC MO E TH LIST RE A ess sin ual u B Us as NEW TOPIC ? n rge e v Di o n e Z t n oa e r G on Z t en erg n v ne o C Zo re su Clo one Z ✔ When people experience discomfort in the midst of a group decision-making process, they often take it as evidence that their group is dysfunctional. As their impatience increases, so does their disillusion with the process.

And it gets worse! When people try to discuss their differences, they often misunderstand one another. Each person’s life experiences are so individual, so singular; everyone has remarkably different views of the world. What people expect, what they assume, how they use language, and how they behave – all these are likely sources of mutual misunderstanding. What’s more, when people attempt to clear up a misunderstanding, they usually want their own ideas understood first. ” This easily becomes a vicious cycle.

Likewise, suppose another group has monthly business-as-usual meetings to make routine decisions about standard problems, like task assignments or scheduling. Those kinds of issues could be handled for years without any facilitation whatsoever. But what about more difficult challenges? For example, suppose a group’s goal is to reduce violence on a high school campus. The participants are parents, teachers, administrators, church leaders, and union officials. This group will quickly find out how difficult it is to conduct a sustained, thoughtful discussion.

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