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    Lemons to lemonade : resolving problems in meetings, workshops, and PLCs / Robert J. Garmston, Diane P. Zimmerman.

    • Title:Lemons to lemonade : resolving problems in meetings, workshops, and PLCs / Robert J. Garmston, Diane P. Zimmerman.
    •    
    • Author/Creator:Garmston, Robert J.
    • Other Contributors/Collections:Zimmerman, Diane P.
    • Published/Created:Thousand Oaks, California : Corwin/Sage, ©2013.
    • Holdings

       
    • Library of Congress Subjects:Meetings--Management.
      Conflict management.
      Leadership.
    • Medical Subjects: Leadership
    • Description:xv, 179 pages : illustrations ; 20 cm
    • Summary:The complete guide to getting the most out of every gathering of educators!
    • Notes:"A Learning Forward featured selection"--Cover.
      Includes bibliographical references (pages 161-163) and index.
    • ISBN:1452261016 (pbk.)
      9781452261010 (pbk.)
    • 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.
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