By Marvin R. Gottlieb
Aimed toward front-line and senior managers confronted with ongoing reorganization and an more and more reluctant group, this publication examines what it takes to facilitate challenge fixing, decision-making, and team retention and dedication. Gottlieb explains that managers can such a lot successfully facilitate by way of adopting a hands-on procedure for strategies instead of projects. This publication describes the talents and instruments wanted for top and coping with teams with consistency, dedication, and courage.Six center talents necessary to facilitating team procedures are presented:^L ^DBL Initiating^L ^DBL Questioning^L ^DBL energetic Listening^L ^DBL Responding^L ^DBL Resolving^L ^DBL Closing/Committing^L Gottlieb discusses the main valuable instruments a supervisor can use for facilitation, together with making plans, organizing, and directing crew tactics. moral directions are supplied along with a dialogue of the manager's function within the facilitation technique.
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Additional resources for Managing Group Process
Once a leader has been identified, groups are very reluctant to make leadership changes, even when they have determined that the leadership is less than optimal. These factors may seem at times to be in conflict with the ever- Group Leadership Strategies 37 changing dynamics of the organization. However, if a designated leader has been in place for any significant period of time, the organization has made adjustments to compensate for the lack of leadership competency. In fact, others in the organization who feel empowered by filling a leadership vacuum will be threatened by the advent of new leadership.
Often the key to making a program or project work lies in the quality and character of the relationships the manager establishes between himself or herself and the group, as well as the relationships fostered between the members of the group. 10 TEAMS AND WORK GROUPS It is fundamental to managing group process to determine what kind of group is being managed. The word team has overwhelmed our consciousness of what constitutes a group. Not every group is a team, although many managers refer to all groups that way.
The approach is the result of work done on small group leadership, but many of the 54 Groups as a Challenge to Leadership principles that derive from the competency approach are applicable to leaders of large organizations as well. The communication competency model is based on the assumptions that leadership involves behaviors that help a group overcome obstacles to achieving their goals and that leadership occurs through the process of communication. It is a contingency approach because it assumes that the actual context facing the leader and the group is constantly shifting so that different competencies may be needed at different points.