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The Secrets of Facilitation, Second Edition (Autographed Copy)

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Six quick facilitation tips

The third topic covered is how to detect dysfunction early. What do you do once you detect dysfunction? This is what the fourth topic deals with. A one liner which is one of the 60 secrets, in this case secret number 42 is used to explain consensus as, " I can live with it, so I will support it.

Even the use of weighted scoring in arriving at building consensus is discussed.


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Low energy can mean that the participants don't get engaged in the facilitation process. In this chapter the author discusses the importance of understanding the impact of energy from the perspective of how it affects a topic, how it engages the participants, and how it can elevate the facilitator. You will also learn about ways to project energy from the start of a session, adjusting to times when energy drops and maintaining energy during the session. One would have expected it to be part of, or close to chapter three which focuses on preparation.

Customizing the agenda, using standard agendas, and developing an agenda from scratch are topics discussed. The chapter has a lot of sample agendas for different types of facilitated sessions. The examples used are:. This is a book which at times feels like heavy reading and the continuous use of the word 'secret' can become tiresome, but nevertheless it is an insightful book. The use of real life examples and well set out techniques means you will definitely learn something from the book.


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There are a lot of techniques discussed in the book so don't expect to learn all of them. And no doubt some of the techniques you will already be familiar with. But I think the best way to use the book is as a reminder of crucial things that need to be planned into a session. It can also serve as a refresher about certain things you may have stopped doing. Listed below are some of the top learning points I got from the book:. I am a senior learning and development practitioner with over 15 years of experience working across the public, private and non-profit sector.

Blog post. We must now reshape the structures and practices of business leadership to avoid going down the same path again.

To a large extent this is a question of governance and the role of corporate boards, to help us wrestle with critical issues like CEO performance and succession, compensation, and forward-looking strategy. In The Future of Boards, governance sage Jay Lorsch has gathered thought leaders and some of the most experienced voices at Harvard Business School to describe the moment we are in, identify and analyze the salient issues, and chart a course for the future. Articles include Bill George on how boardroom conflicts can be understood and managed; Krishna Palepu on how directors can gain the knowledge necessary to effectively oversee strategy; Lorsch himself and colleague Rakesh Khurana on how boards can set reasonable compensation while still motivating top talent; and Ken Merchant and Kat Pick on group pathologies in the boardroom and how to overcome them.