Facilitator's Guide to Participatory Decision-makingNew Society Publishers, 1996 - 255 páginas This book provides the tools to put democratic values into practice in groups and organisations. Designed to help groups increase participation and collaboration, promote mutual understanding, honour diversity, and make effective, inclusive, participatory decisions, it is loaded with graphics, guidelines and hand outs, and presents more than 200 valuable tools and skills. It is perfect for managers, participants, seasoned practitioners, and students of working group dynamics. |
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Página 197
... problem in a particular way s / he may find it difficult to see that problem in any other way . Our minds tend to lock into a pattern of thought . For example , many job recruiters routinely decline to hire a talented applicant because ...
... problem in a particular way s / he may find it difficult to see that problem in any other way . Our minds tend to lock into a pattern of thought . For example , many job recruiters routinely decline to hire a talented applicant because ...
Página 198
... Problem " allows a group to explore hidden assumptions and biases in the way they have defined a problem . Once a group has identified a self - limiting assumption , they often discover a new line of thought that leads to a creative ...
... Problem " allows a group to explore hidden assumptions and biases in the way they have defined a problem . Once a group has identified a self - limiting assumption , they often discover a new line of thought that leads to a creative ...
Página 201
... problem of keeping public libraries open . This might divide into such components as " funding , " " usage ... problem . Ask , " How might this affect our view of the problem ? " For example , suppose " staffing " is viewed as the ...
... problem of keeping public libraries open . This might divide into such components as " funding , " " usage ... problem . Ask , " How might this affect our view of the problem ? " For example , suppose " staffing " is viewed as the ...
Contenido
Foreword | vii |
Introduction | xiii |
The Dynamics of Group DecisionMaking | 3 |
Derechos de autor | |
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Términos y frases comunes
ask the group brainstorming build a shared BUILDING SUSTAINABLE AGREEMENTS business-as-usual discussion ChartWriting clarify COMMUNITY consensus decision-making CONVERGENT THINKING Convergent Zone Creative Reframing DECISION POINT decision rule develop Divergent Zone DYNAMICS OF GROUP Either/Or encourage everyone's example EXPLORING INCLUSIVE PRINCIPLES FACILITATING OPEN DISCUSSION FACILITATING SUSTAINABLE AGREEMENTS facilitator's FAMILIAR OPINIONS feel flipchart format FRAMES OF REFERENCE framework of understanding goal GRADIENTS OF AGREEMENT Groan Zone GROUP DECISION-MAKING group dynamics group members groupware help a group his/her idea-listing implementation inclusive solutions listening meeting Mendocino County meta-decision Michael Doyle minutes organization outcome paraphrase Participatory Decision-Making PARTICIPATORY VALUES person-in-charge decides points of view proposal questions reaching closure responsibility s/he shared framework skills small groups solve someone speak speaker stacking step Strengthening Good Ideas structured thinking activities SURVEYING THE TERRITORY suspended judgment talk task technique track type of thinking unanimous agreement what's write
Referencias a este libro
Evaluative Inquiry for Learning in Organizations Hallie Preskill,Rosalie T. Torres Vista previa limitada - 1999 |
Collaborative Approaches to Resolving Conflict Myra Warren Isenhart,Michael L. Spangle Vista previa limitada - 2000 |