Process Design: Making It Work: A Practical Guide to What to Do When and How for Facilitators, Consultants, Managers and Coaches

ISBN-13: 9780470182703 / Angielski / Miękka / 2008 / 288 str.

Dorothy Strachan

Opis

Process Design: Making It Work helps process consultants, managers, facilitators, coaches, organizational development consultants?and anyone else who works with groups?to set up and deliver dynamic, creative process designs. Filled with illustrative cases, examples, and templates, this step-by-step resource is an invaluable aid when creating customized agendas and designs for situations ranging from basic meetings to complex, multiphased processes.

Spis treści

Acknowledgments.

The Authors.

Introduction.

Themes.

About the Word Process.

About Propositions.

Investing in Process Design.

PART ONE: A STEPWISE APPROACH.

1. Six Steps.

Step 1. Complete a Process Terms of Reference.

Step 2. Block the Agenda.

Step 3. Develop and Confirm How the Agenda Will Flow.

Step 4. Build a Preliminary Design.

Step 5. Check the Preliminary Design with Others.

Step 6. Complete the Design.

Propositions.

2. Guidelines For Process Design.

Make Upstream Prevention a Priority.

Curb the "Overs".

Think Strategically About Expertise.

Listen for Mental Maps.

Approach Time Consciously.

Create an Environment That Supports Learning.

Rethink Openings and Closings.

And Finally.

Propositions.

PART TWO: THE PEOPLE FACTORS: PERSPECTIVES, POWER, AND VALUES.

3. The Perspectives Factor in Process Design.

Mining Perspectives.

Group Participation Styles.

Propositions.

4. The Power Factor in Process Design.

Types of Power.

Power and Commitment.

Using Power Positively.

Propositions.

5. The Values Factor in Process Design.

About Values.

A Values Hierarchy.

Implications for Process Design.

In Summary.

Propositions.

PART THREE: DUE DILIGENCE: A PROCESS TERMS OF REFERENCE.

6. About a Process Terms of Reference.

Maps and Territories.

Developing a PTR.

A Collaborative Stance.

Practice Guidelines.

Propositions.

7. Understanding the Situation.

Sample Questions for Exploring the Situation.

Practice Guidelines: Situation.

Examples: Situation.

Propositions.

8. Developing a Focus.

Purpose.

Objectives, Outputs, and Outcomes.

Sample Questions for Developing a Purpose Statement.

Practice Guidelines: Purpose, Objectives, Outputs, and Outcomes.

Sample Questions for Developing Objectives, Outputs, and Outcomes.

Examples: Purpose, Objectives, Outputs, and Outcomes 129 Propositions.

9. Stakeholder Collaboration.

Stakeholder Perspectives and Categories.

Sample Questions for Identifying Stakeholders.

Practice Guidelines: Stakeholder Collaboration.

Examples: Key Stakeholders.

Propositions.

10. Core Assumptions.

Scope.

Sample Questions for Developing Assumptions.

Practice Guidelines: Core Assumptions.

Examples: Core Assumptions.

Propositions.

11. Key Considerations.

Sample Questions for Developing Key Considerations.

Practice Guidelines: Key Considerations.

Examples: Key Considerations.

Propositions.

12. Work Plan.

Sample Questions for Developing a Work Plan.

Practice Guidelines: Work Plan.

Example: A Simple Work Plan.

Example: A Complex Work Plan.

Propositions.

13. Governance.

Sample Questions for Developing a Governance Structure.

Practice Guidelines: Governance.

Examples: Governance Structures.

Propositions.

14. Essential Documents.

Sample Questions for Identifying and Developing Essential Documents .

Practice Guidelines: Essential Documents.

Reports.

Examples: Essential Documents.

Propositions.

15. PTR–Three Examples.

Account Planning for a Regional Sales Group.

Three Boards Speaking with One Voice.

Access to Organ Transplantation in Canada: Phase 1–Kidney Allocation.

PART FOUR : EXPERTS AND EVIDENCE IN CONCERT.

16. Why Evidence–Based Solutions Now.

Knowing What to Ask.

Why Best Evidence Is Important.

Ambiguity, Paradox, and Disagreement.

Propositions.

17. A Design for Developing Evidence–Based Questions.

Working Through the Steps.

Practice Guidelines: Question Development.

And Finally . . ..

Propositions.

PART FIVE: SAMPLE PROCESS DESIGNS.

18. A Town Hall Meeting with XYZ Finance Department.

19. A Workshop on Mission and Values.

References.

O autorze

The Authors

Dorothy Strachan and Paul Tomlinson have been working together in process design and facilitation since 1974, serving clients across all sectors. They are partners in Strachan–Tomlinson and Associates (ST), a process consulting firm based in Ottawa, Ontario, Canada.

Blurb

Process Design: Making It Work helps process consultants, managers, facilitators, coaches, organizational development consultants and anyone else who works with groups to set up and deliver dynamic, creative process designs. Filled with illustrative cases, examples, and templates, this step–by–step resource is an invaluable aid when creating customized agendas and designs for situations ranging from basic meetings to complex, multiphased processes.

Process Design: Making It Work

• Outlines a stepwise approach to creating customized agendas and designs that will meet client and stakeholder expectations
• Describes the eight key elements in a Process Terms of Reference and how to complete them to ensure due diligence
• Provides frameworks and concrete applications for integrating two essential factors in process design: values and power
• Outlines a comprehensive, collaborative, evidence–based approach to creating technical and scientific designs

Praise for Process Design: Making It Work

"With her exceptional insights into questions and process, Dorothy Strachan has distinguished herself as a true master in the field of facilitation."

Michael Wilkinson, author, The Secrets of Facilitation

"This book has the rigor of excellent research and the polish of many years of practical experience."

Ronnie McEwen, principal, Kinharvie Institute of Facilitation, Glasgow

"A master class in group process."

Mark Nesbitt, president, Vertex Consultants, Toronto

"Reading Strachan and Tomlinson′s work has reminded me why I find process design and facilitation so compelling it′s a bottomless well of learning."

Cresswell Walker, executive coach, Coaching Works Pte. Ltd., Singapore