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Lemons to lemonade : resolving problems in meetings, workshops, and PLCs / Robert J. Garmston, Diane P. Zimmerman.
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Title:Lemons to lemonade : resolving problems in meetings, workshops, and PLCs / Robert J. Garmston, Diane P. Zimmerman.
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Author/Creator:Garmston, Robert J.
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Other Contributors/Collections:Zimmerman, Diane P.
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Published/Created:Thousand Oaks, California : Corwin/Sage, ©2013.
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Holdings
Holdings Record Display
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Location:
c.1
DAVID LAM LIBRARY stacksWhere is this?
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Call Number: HF5734.5 .G37 2013
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Number of Items:1
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Status:Available
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Location:
c.1
DAVID LAM LIBRARY stacksWhere is this?
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Library of Congress Subjects:Meetings--Management.
Conflict management.
Leadership.
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Medical Subjects: Leadership
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Description:xv, 179 pages : illustrations ; 20 cm
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Summary:The complete guide to getting the most out of every gathering of educators!
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Notes:"A Learning Forward featured selection"--Cover.
Includes bibliographical references (pages 161-163) and index.
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ISBN:1452261016 (pbk.)
9781452261010 (pbk.)
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Contents:Machine generated contents note: To Intercede Is to Lead
Why Read This Book
Problem Locator
We All Begin as Novices
Accomplished Means Competent
Uninformed
Novice
Proficient
Accomplished
Highly Accomplished/Expert
Proficiency Scale
Attributes of the Expert
Connecting Mind and Body
1. Breathe
2. Try Progressive Relaxation
3. Walk
4. Center Yourself Physically
5. Over Prepare. Over Prepare
6. Address the Stress of Conflict
7. Check Your Negative Predictions at the Door
8. When Stuck, Move
9. Maintain Your Identity as a Facilitator
10. Monitor Your Need to Know
11. Take Care to Arrange the Room
12. Create a Circle of Excellence
Principles Guide Decisions
Compassion
Precise Language
Congruence
From Low to High Risk
Establish Meeting Standards
Set Working Agreements
Evaluate Working Agreements
Clarify Tasks
Intervene as Necessary
Deciding to Intervene With an Ad Hoc Group
Intervening Preemptively
1. Is the Agenda Relevant?
Plan the Beginning
Cluster Reports
Mix Strategies
2. Is Energy Waning?
Around the Room and Back Again
Card Partners
Card Stack and Shuffle
3. Are Emotions Ratcheting Up?
First Turn/Last Turn
4. Might the Group Be Heading Toward Conflict?
Grounding
Deciding When to Intervene
Is Intervening Important?
Am I The Best Person to Intervene?
Are My Observations Accurate?
Will It Be Quick, or Take Time?
Can the Group Learn From It?
Getting Attention
Attention First
Refocusing
Common Signal
Physical Proximity
Verbal Proximity
Redirecting Engagement
Join a Whole Table That Is Off Task
Refocus Serial Storytelling
When Workflow Is Hampered
Address a Refusal to Follow Directions
Assist With Difficulty Transitioning
Address Uneven Finishes With Group Work
Energize a Quiet Group
Managing Your Emotions
Positional Thinking-Power Struggles
From Positions to Interest: Basic Interest-Based Bargaining Step
Low Engagement
Knitters
Nonparticipants
Daydreamers
Silent Participants
Frowners
Distracteds
Disruptive Group Members
Broken Records
Long-Winded Speakers
Humorists
Inappropriate Humorists
Latecomers and Early Leavers
Resisters
Side Talkers
Know-It-Ails
Monopolizers
Rhetorician
Overly Articulate
Pedagogical Isolate
Misinformants
Interrupters
Subject Changers
Cell Phones and Texting
Group Conflict
Grounding
Existing State-Desired State
Demoralizing External Events
Third Point
Redirect Resistance
Pace and Lead
Structured Interviews
Disputes
Stop the Dispute Early
Verbalize the Issue
Acknowledge Each Position
Identify the Sources of Information
Check Perceptions
Reframe the Conflict as an Asset
Dissenting Views
Paraphrase Partner
Pace the Emotion
Redirect the Attacks
Reframe the Opposition
Create an Assumptions Wall
Brainstorm Questions
Metaphor
Disperse to Agree
Personal Attacks
Six-Step Response
Step Between Opposing Members
Change the Narrative
Enlist the Group in Solving the Problem
Challenges to the Leader
Use a Process Commercial
Engage With More Intensity
Engage With Less Intensity
Request Civility
Subgroup Manipulation
Decision Matrix to Rank Priorities
Values Decision Matrix
Require a Quorum
Pace, Lead, and Poll
One-Minute Advocacy
Alternate Microphones Advocacy
Sabotage
Irresolvable Conflict
Polarity Management.