| Introduction |
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| Part 1: Getting Started with Meetings and Workshops |
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Chapter 1 The Business Case for Better Meetings and Workshops |
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Reviewing Why People Hate Meetings |
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Being clear about what everyone dislikes |
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Recognising how many meetings are unproductive |
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Working out the incredible costs of poor meetings |
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Understanding the ripple effect |
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Knowing what everyone wants from their meetings |
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Recognising When People Get a Lot from Their Workshops |
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Developing a great design |
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17 | (1) |
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Understanding Meetings and Workshops |
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Recognising the similarities |
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Understanding the differences |
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Chapter 2 Planning Your Meeting |
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Deciding Whether You Really Need a Meeting |
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Reflecting on Your Objective |
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Content-free versus content rich meetings |
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Getting to a one-sentence objective |
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Understanding the Function of an Agenda |
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Getting your agenda items for a meeting |
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Managing your sponsors and stakeholders |
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31 | (1) |
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32 | (5) |
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Recognising a poor agenda |
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Structuring a Great Agenda |
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38 | (5) |
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Writing really simple agendas |
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Planning For and Managing Personal Energy |
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43 | (2) |
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Double-Checking Your Preparation |
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45 | (2) |
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Chapter 3 Planning Your Workshop |
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Understanding What Workshops Are All About |
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Recognising when you might want to run a workshop |
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Following your decision: Making a project plan |
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50 | (1) |
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Identifying Your Stakeholders |
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50 | (3) |
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51 | (2) |
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Meeting your sponsor and any key players |
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53 | (1) |
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53 | (7) |
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55 | (1) |
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Reviewing some good and some bad outcomes |
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55 | (2) |
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Understanding why you spend so much time on outcomes |
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57 | (1) |
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Establishing the return on investment (ROD |
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57 | (3) |
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Getting Ready to Do the Design |
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60 | (4) |
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61 | (2) |
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Considering whether to stay on-site or go off-site |
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63 | (1) |
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Checking out the workshop room |
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63 | (1) |
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64 | (13) |
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Getting in the right frame of mind |
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64 | (1) |
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Working on and with your personal style |
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64 | (4) |
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Recognising all the different activities available |
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Getting a rough design together |
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69 | (1) |
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Writing up your one-page design |
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70 | (2) |
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Writing your detailed running order |
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73 | (1) |
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74 | (1) |
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75 | (1) |
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Building your skills and getting good at group work: Next steps |
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76 | (1) |
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Chapter 4 Getting Ready for the Big Day |
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77 | (28) |
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Developing Your Essential Skills |
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78 | (18) |
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78 | (6) |
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Listening to others and the overall conversation in play |
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84 | (2) |
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Recognising the levels of listening |
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86 | (3) |
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89 | (7) |
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96 | (6) |
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Understanding group norms |
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97 | (1) |
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98 | (1) |
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98 | (1) |
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Surfacing issues and concerns |
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99 | (1) |
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100 | (1) |
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101 | (1) |
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101 | (1) |
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Practising What You'll Say |
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102 | (5) |
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103 | (1) |
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104 | (1) |
| Part II: Running Great Group Sessions |
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Chapter 5 Handling the Start of Your Session |
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107 | (28) |
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108 | (5) |
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Wearing the right clothes |
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108 | (2) |
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110 | (1) |
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Eating the right food and drinking the right drink |
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110 | (1) |
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111 | (1) |
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Imagining yourself doing well |
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112 | (1) |
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Meeting and greeting everyone |
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112 | (1) |
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113 | (7) |
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Creating the atmosphere you want |
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114 | (1) |
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115 | (1) |
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116 | (1) |
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116 | (2) |
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Allocating roles and responsibilities |
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118 | (1) |
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Setting up ground rules or a code of conduct |
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119 | (1) |
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120 | (5) |
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Understanding the decision-making process |
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121 | (1) |
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Understanding your decision-making options |
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122 | (1) |
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Working with weighted decision-making |
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123 | (2) |
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Recognising Personalities in the Room |
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125 | (10) |
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Working with Bolton & Bolton's Social Styles |
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126 | (4) |
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Working with Honey & Mumford's Learning Styles |
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130 | (5) |
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Chapter 6 Continuing Your Meeting or Workshop |
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135 | (26) |
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136 | (9) |
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136 | (2) |
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138 | (1) |
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139 | (1) |
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139 | (2) |
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Stating what's been said: Paraphrasing |
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141 | (1) |
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Writing up key information on a flip chart |
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142 | (1) |
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Giving clear instructions |
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143 | (2) |
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Facilitating Group Discussions |
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145 | (6) |
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Introducing a discussion topic |
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146 | (1) |
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146 | (1) |
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Allowing a conversation to move sideways |
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147 | (1) |
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148 | (1) |
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Dealing with an elephant in the room |
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148 | (1) |
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Dealing with comments skillfully |
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149 | (2) |
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Managing Process Problems |
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151 | (7) |
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151 | (1) |
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Dealing with rabbit holes |
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152 | (1) |
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153 | (1) |
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Opening old issues up, closing current ones down |
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154 | (1) |
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155 | (1) |
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155 | (2) |
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Dealing with unexpected situations |
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157 | (1) |
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Revisiting and reviewing expectations |
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158 | (1) |
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Reviewing Your Meetings and Workshops |
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158 | (3) |
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159 | (1) |
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159 | (1) |
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160 | (1) |
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Chapter 7 Dealing with the Tough Stuff: Troubleshooting |
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161 | (28) |
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Managing Typical Barriers to Success |
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161 | (1) |
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Knowing What to Do When It's Not Working |
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162 | (5) |
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At the start of your session - when the group helps you |
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163 | (1) |
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At the start of your session - the group doesn't help you |
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164 | (2) |
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166 | (1) |
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Dealing with Run-of-the-Mill Difficulties |
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167 | (2) |
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169 | (1) |
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169 | (1) |
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169 | (1) |
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170 | (1) |
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Dealing with Difficult Behaviour |
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170 | (8) |
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Managing distorted thinking |
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170 | (1) |
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Dealing with difficult individuals |
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171 | (6) |
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177 | (1) |
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Recognising Personal and Hidden Agendas |
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178 | (2) |
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Tuning in to personal agendas |
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178 | (1) |
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Tuning in to hidden agendas |
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179 | (1) |
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Dealing with personal and hidden agendas |
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179 | (1) |
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Dealing with recommendations |
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180 | (1) |
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180 | (9) |
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Recognising unhealthy and healthy conflict |
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181 | (1) |
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Getting the group to understand what's happening |
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182 | (1) |
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Dealing with conflict: A process for a group |
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183 | (1) |
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Dealing with conflict: A process for individuals or factions |
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184 | (3) |
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187 | (2) |
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Chapter 8 Handling What Happens Next |
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189 | (18) |
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Reflecting On Your Meeting or Workshop |
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190 | (1) |
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How did it go at a big-picture level? |
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190 | (1) |
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What specifically should I keep doing? |
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190 | (1) |
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What specifically should I start doing? |
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191 | (1) |
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Writing Up Meeting Minutes |
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191 | (5) |
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Writing up simple minutes |
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192 | (1) |
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Writing up more formal minutes |
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193 | (2) |
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195 | (1) |
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Calculating Your Return on Investment |
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196 | (3) |
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197 | (1) |
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198 | (1) |
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Reporting On and Closing Your Project |
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199 | (10) |
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200 | (1) |
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200 | (1) |
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Understanding project closure |
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201 | (1) |
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Reviewing your entire project |
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201 | (4) |
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205 | (2) |
| Part III: Budding Your Skills |
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207 | (100) |
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Chapter 9 Building Participants' Knowledge and Practise |
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209 | (24) |
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Working with Case Studies |
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210 | (7) |
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Understanding what they are all about |
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210 | (1) |
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Knowing when to use the case study method |
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211 | (1) |
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Thinking through your purpose |
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212 | (1) |
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212 | (2) |
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Managing everyone's preparation |
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214 | (1) |
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215 | (2) |
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217 | (12) |
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Believing that it's the right thing to do |
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218 | (1) |
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219 | (1) |
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Developing realistic and appropriate role plays |
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219 | (2) |
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Setting the role play up for success |
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221 | (1) |
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Managing and explaining the process |
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221 | (6) |
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Understanding your role play options |
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227 | (1) |
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228 | (1) |
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229 | (4) |
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Reflecting on personal performance |
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229 | (1) |
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Observing personal performance |
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230 | (1) |
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230 | (1) |
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Getting the right technology |
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231 | (1) |
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Having the right software |
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232 | (1) |
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Chapter 10 Running Focus Groups |
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233 | (20) |
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Knowing When to Use a Focus Group |
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233 | (1) |
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Thinking About What You Want to Achieve |
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234 | (2) |
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Side effects of a focus group |
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235 | (1) |
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Characteristics of a focus group |
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235 | (1) |
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Preparing for Your Focus Groups |
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236 | (9) |
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Defining a clear purpose statement |
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236 | (1) |
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237 | (1) |
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Getting the right people in the room |
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238 | (1) |
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Generating the right questions |
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239 | (2) |
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241 | (3) |
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244 | (1) |
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244 | (1) |
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245 | (2) |
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245 | (1) |
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246 | (1) |
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246 | (1) |
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247 | (6) |
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Transcribing your material or writing up your notes |
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247 | (1) |
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Sorting and then analysing your data |
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248 | (1) |
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249 | (1) |
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250 | (1) |
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Putting it all into action |
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251 | (1) |
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Recognising the disadvantages of focus groups |
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252 | (1) |
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Chapter 11 Taking It to the Next Level |
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253 | (32) |
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Brainstorming: Best Practise |
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253 | (14) |
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Recognising problems with brainstorming |
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254 | (1) |
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Brainstorming effectively |
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255 | (9) |
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Managing large group brainstorming |
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264 | (1) |
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Managing small group brainstorming |
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265 | (1) |
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266 | (1) |
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Working with Some Common Group Tools |
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267 | (13) |
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267 | (2) |
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269 | (3) |
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272 | (1) |
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273 | (2) |
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Ishikawa or fishbone diagram |
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275 | (3) |
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278 | (2) |
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Using Appreciative Inquiry |
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280 | (3) |
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Understanding Parallel Process |
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283 | (2) |
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Chapter 12 Running Remote or Virtual Meetings and Workshops |
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285 | (22) |
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286 | (10) |
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Recognising when to have a remote meeting |
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286 | (1) |
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Inviting the right people |
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287 | (1) |
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287 | (1) |
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287 | (1) |
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Sending invitations and call details |
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288 | (1) |
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288 | (1) |
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289 | (1) |
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289 | (1) |
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Reaffirming the ground rules |
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289 | (1) |
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290 | (1) |
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Using a wingman when working remotely |
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290 | (1) |
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291 | (1) |
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291 | (1) |
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Taking control when you can |
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291 | (1) |
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292 | (1) |
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292 | (1) |
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Using 'let's' to drive direction |
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292 | (1) |
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Thinking about your voice |
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293 | (1) |
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Asking questions for active participation |
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294 | (1) |
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295 | (1) |
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Saving all the information |
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295 | (1) |
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295 | (1) |
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296 | (2) |
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Working with ten top best practises |
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296 | (2) |
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Reviewing Available Technology |
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298 | (3) |
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Understanding Remote and Virtual Workshops |
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301 | (8) |
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Embracing yet more technology |
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302 | (1) |
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Recognising the challenges |
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303 | (1) |
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Thinking about virtual learning |
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303 | (3) |
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306 | (1) |
| Part IV: The Part of Tens |
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307 | (18) |
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Chapter 13 Ten Common Mistakes on the Day |
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309 | (8) |
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Failing to Set Up Group Work Properly |
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309 | (1) |
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310 | (1) |
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311 | (1) |
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311 | (1) |
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Failing to Deal with a Difficult Person |
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312 | (1) |
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Failing to Recognise an Expert in the Room |
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312 | (1) |
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Failing to Change What You're Doing |
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313 | (1) |
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Thinking about the Detail Rather Than the Big Picture |
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313 | (1) |
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314 | (1) |
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314 | (3) |
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Chapter 14 Ten Things You Have to Do When the Pressure Is On |
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317 | (8) |
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317 | (1) |
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Having a Plan to Move Away from It |
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318 | (1) |
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318 | (1) |
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Building Trust with the Group |
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319 | (1) |
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320 | (1) |
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320 | (1) |
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Dealing with the Unacceptable |
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321 | (1) |
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321 | (1) |
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Noticing When the Group Is Going Off Track |
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322 | (1) |
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322 | (3) |
| Index |
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325 | |
Lisainfo e-raamatute kohta