| Preface |
|
xiii | |
|
Section I Fundamental Concepts and Choices in Group Discussion |
|
|
1 | (140) |
|
1 Introduction to Group Discussion and 3 the Standard Agenda Perspectives on Group Discussion |
|
|
4 | (21) |
|
What Will This Book Do for You? |
|
|
5 | (1) |
|
|
|
5 | (1) |
|
Where Will You Use Group Discussion? |
|
|
6 | (2) |
|
|
|
8 | (1) |
|
|
|
8 | (1) |
|
|
|
9 | (1) |
|
|
|
10 | (1) |
|
|
|
10 | (1) |
|
|
|
11 | (1) |
|
|
|
11 | (2) |
|
|
|
13 | (1) |
|
|
|
13 | (2) |
|
|
|
15 | (1) |
|
Educational/Self-Help Groups |
|
|
15 | (2) |
|
Motivations for Being an Effective Group Member |
|
|
17 | (1) |
|
Overview of the Standard Agenda |
|
|
17 | (2) |
|
|
|
19 | (1) |
|
|
|
19 | (1) |
|
|
|
19 | (2) |
|
|
|
21 | (1) |
|
How to Learn about Group Discussion |
|
|
21 | (1) |
|
|
|
22 | (1) |
|
|
|
22 | (1) |
|
|
|
23 | (1) |
|
|
|
23 | (2) |
|
2 Understanding the Group as a System |
|
|
25 | (16) |
|
|
|
27 | (1) |
|
Any Part of a System Can Be Understood Only within the Context of the Entire System |
|
|
28 | (1) |
|
A System Is More than the Sum of Its Parts |
|
|
28 | (2) |
|
All Parts of a System Interact Dynamically and Constantly |
|
|
30 | (1) |
|
An Open System Interacts with Its Environment in Mutually Influential Ways |
|
|
31 | (1) |
|
Why the System Might Not Work |
|
|
32 | (1) |
|
|
|
32 | (1) |
|
|
|
33 | (1) |
|
Inappropriate Focus on Personal Feelings |
|
|
34 | (1) |
|
Sacrificing Personal Integrity |
|
|
35 | (1) |
|
|
|
36 | (1) |
|
Effective Discussion Is Goal Oriented |
|
|
37 | (1) |
|
Effective Discussion Is Regulated by a Specific, Pre-Planned Agenda |
|
|
37 | (1) |
|
Effective Discussion Requires That Every Member Be Responsible for the Group's Effectiveness |
|
|
38 | (1) |
|
Effective Discussion Presumes Cooperative Efforts and Attitudes |
|
|
39 | (1) |
|
Effective Discussion Requires Leadership |
|
|
39 | (1) |
|
|
|
40 | (1) |
|
|
|
40 | (1) |
|
3 Exploring the Group System |
|
|
41 | (22) |
|
|
|
42 | (1) |
|
|
|
42 | (1) |
|
|
|
42 | (1) |
|
|
|
43 | (1) |
|
|
|
43 | (4) |
|
|
|
47 | (1) |
|
|
|
47 | (2) |
|
|
|
49 | (2) |
|
|
|
51 | (3) |
|
|
|
54 | (1) |
|
|
|
54 | (3) |
|
|
|
57 | (1) |
|
|
|
58 | (1) |
|
|
|
59 | (1) |
|
Effectiveness of Group Decisions |
|
|
59 | (1) |
|
|
|
60 | (1) |
|
|
|
60 | (1) |
|
|
|
61 | (1) |
|
|
|
61 | (2) |
|
4 Individual Choices That Affect the System |
|
|
63 | (22) |
|
|
|
64 | (2) |
|
|
|
66 | (2) |
|
|
|
68 | (1) |
|
|
|
69 | (1) |
|
|
|
70 | (2) |
|
|
|
72 | (1) |
|
Content and Relationship Level of Meaning |
|
|
72 | (2) |
|
Listening/Feedback Styles |
|
|
74 | (1) |
|
|
|
75 | (1) |
|
|
|
76 | (1) |
|
|
|
76 | (1) |
|
|
|
77 | (1) |
|
|
|
78 | (1) |
|
|
|
79 | (1) |
|
|
|
79 | (1) |
|
Nonverbal Considerations in a Virtual World |
|
|
80 | (3) |
|
|
|
83 | (1) |
|
|
|
84 | (1) |
|
|
|
84 | (1) |
|
5 Your Group Discussion Toolbox |
|
|
85 | (14) |
|
|
|
85 | (1) |
|
|
|
86 | (1) |
|
|
|
86 | (1) |
|
Negotiation or Compromise |
|
|
86 | (1) |
|
|
|
87 | (1) |
|
|
|
88 | (1) |
|
|
|
88 | (1) |
|
|
|
88 | (1) |
|
|
|
89 | (1) |
|
Planning and Running Meetings |
|
|
90 | (1) |
|
|
|
90 | (1) |
|
|
|
91 | (1) |
|
|
|
92 | (1) |
|
|
|
93 | (2) |
|
Group Work Via Online Documents |
|
|
95 | (1) |
|
|
|
96 | (1) |
|
Types of Group Presentations |
|
|
96 | (2) |
|
|
|
98 | (1) |
|
|
|
98 | (1) |
|
6 Making Effective Choices When Leading |
|
|
99 | (24) |
|
Brief Overview of Leadership Theories |
|
|
100 | (2) |
|
Transactional Leadership and Transformational Leadership |
|
|
102 | (1) |
|
Other Types of Leadership |
|
|
103 | (1) |
|
Characteristics of Good Leaders |
|
|
104 | (1) |
|
Selecting and Shaping a Leader |
|
|
105 | (4) |
|
Remaining Effective as a Leader |
|
|
109 | (1) |
|
|
|
109 | (1) |
|
|
|
110 | (1) |
|
|
|
111 | (1) |
|
|
|
111 | (2) |
|
Leadership Planning and Preparation |
|
|
113 | (1) |
|
|
|
113 | (1) |
|
The Group and Its Members |
|
|
114 | (2) |
|
|
|
116 | (1) |
|
|
|
117 | (1) |
|
|
|
117 | (1) |
|
Influencing Members' Perceptions of the Leader |
|
|
117 | (1) |
|
Influencing Members' Perception of Each Other and of Themselves |
|
|
118 | (1) |
|
Influencing Members' Perceptions of the Group as a Whole |
|
|
119 | (1) |
|
Influencing Members' Judgments on Substantive Issues |
|
|
119 | (1) |
|
Influencing the Pace of the Discussion |
|
|
120 | (1) |
|
|
|
121 | (1) |
|
|
|
121 | (2) |
|
7 Creating a Constructive Climate |
|
|
123 | (18) |
|
And Managing Conflict Role of Conflict in Discussion |
|
|
124 | (1) |
|
Disruptive vs Constructive Conflict |
|
|
125 | (2) |
|
Components of Constructive Climate |
|
|
127 | (1) |
|
|
|
127 | (1) |
|
|
|
128 | (1) |
|
|
|
129 | (1) |
|
|
|
129 | (2) |
|
Conflict Resolution Styles |
|
|
131 | (4) |
|
|
|
135 | (1) |
|
|
|
136 | (1) |
|
Correctives to Groupthink |
|
|
137 | (1) |
|
|
|
138 | (2) |
|
|
|
140 | (1) |
|
|
|
140 | (1) |
|
Section II How to Use the Standard Agenda |
|
|
141 | (99) |
|
8 Standard Agenda Step One: Understanding the Charge |
|
|
143 | (22) |
|
|
|
143 | (1) |
|
|
|
144 | (1) |
|
Ascertaining Your Authority |
|
|
145 | (1) |
|
|
|
146 | (1) |
|
Knowing When You Are Done |
|
|
147 | (1) |
|
|
|
147 | (1) |
|
|
|
148 | (1) |
|
Written Record of the Group's Understanding |
|
|
148 | (2) |
|
Questions about the Charge |
|
|
150 | (1) |
|
|
|
151 | (1) |
|
Becoming Familiar with Colleagues |
|
|
151 | (3) |
|
|
|
154 | (1) |
|
Asserting Your Position in the Group |
|
|
154 | (1) |
|
|
|
155 | (1) |
|
Maintaining Orderly Procedure and Task Focus |
|
|
156 | (1) |
|
Avoiding Premature Decisions |
|
|
157 | (1) |
|
|
|
157 | (1) |
|
Leader Obligations in Step One |
|
|
158 | (1) |
|
Choosing a Leadership Style |
|
|
158 | (1) |
|
Preparing for the Leadership Role |
|
|
159 | (1) |
|
Setting a Leadership Tone |
|
|
159 | (1) |
|
Taking Leadership Responsibility |
|
|
159 | (1) |
|
|
|
160 | (1) |
|
An Unspoken Contract for Serious Group Problem Solving |
|
|
160 | (2) |
|
|
|
162 | (1) |
|
|
|
162 | (3) |
|
9 Standard Agenda Step Two: Understanding and Phrasing the Question |
|
|
165 | (14) |
|
|
|
166 | (1) |
|
Exploring the Background of the Problem |
|
|
166 | (2) |
|
|
|
168 | (1) |
|
|
|
169 | (1) |
|
|
|
169 | (1) |
|
|
|
170 | (1) |
|
Avoid Questions that Lead to Debate or Beg the Question |
|
|
171 | (1) |
|
Unanswered and Unanswerable Questions |
|
|
171 | (2) |
|
|
|
173 | (1) |
|
|
|
173 | (1) |
|
|
|
173 | (1) |
|
|
|
174 | (1) |
|
|
|
175 | (1) |
|
|
|
175 | (1) |
|
Leader Obligations in Step Two |
|
|
176 | (1) |
|
|
|
177 | (1) |
|
|
|
177 | (2) |
|
10 Standard Agenda Step Three: Fact-Finding |
|
|
179 | (20) |
|
|
|
179 | (1) |
|
|
|
180 | (1) |
|
|
|
181 | (3) |
|
Criteria for Evaluating Information |
|
|
184 | (1) |
|
|
|
184 | (1) |
|
|
|
185 | (1) |
|
|
|
185 | (1) |
|
|
|
186 | (1) |
|
|
|
186 | (1) |
|
Additional Considerations |
|
|
187 | (2) |
|
|
|
189 | (1) |
|
|
|
190 | (1) |
|
Answering Basic Questions |
|
|
190 | (1) |
|
What Are the Symptoms and |
|
|
|
Evidence of the Problems? |
|
|
191 | (1) |
|
What Caused the Conditions? |
|
|
192 | (1) |
|
What Is the Effect of These Symptoms? |
|
|
192 | (1) |
|
Has This Ever Happened Before? |
|
|
|
|
|
192 | (1) |
|
What Might Happen if the Problem Is Not Addressed? |
|
|
193 | (1) |
|
What Do Experts Say about the Issue? |
|
|
193 | (1) |
|
In Light of New Information, What Is Our Problem Now? |
|
|
193 | (1) |
|
Member Tasks in Step Three |
|
|
193 | (2) |
|
Leader Obligations in Step Three |
|
|
195 | (1) |
|
|
|
196 | (1) |
|
|
|
196 | (3) |
|
11 Standard Agenda Step Four: Setting Criteria and Limitations |
|
|
199 | (12) |
|
|
|
200 | (1) |
|
|
|
201 | (2) |
|
|
|
203 | (1) |
|
|
|
203 | (2) |
|
How to Determine Limitations |
|
|
205 | (1) |
|
|
|
205 | (1) |
|
Institutional Policies and Traditions |
|
|
205 | (1) |
|
|
|
205 | (1) |
|
|
|
206 | (1) |
|
|
|
207 | (1) |
|
Member Tasks in Step Four |
|
|
207 | (2) |
|
Leader Obligations in Step Four |
|
|
209 | (1) |
|
|
|
210 | (1) |
|
|
|
210 | (1) |
|
12 Standard Agenda Step Five: Discovering and Selecting Solutions |
|
|
211 | (12) |
|
|
|
212 | (1) |
|
|
|
212 | (1) |
|
Evaluating Solutions against Criteria |
|
|
213 | (2) |
|
Selecting the Best Solution |
|
|
215 | (1) |
|
|
|
216 | (3) |
|
|
|
219 | (1) |
|
Member Tasks in Step Five |
|
|
219 | (1) |
|
Leader Obligations in Step Five |
|
|
220 | (2) |
|
|
|
222 | (1) |
|
|
|
222 | (1) |
|
13 Standard Agenda Step Six: Preparing and Presenting the Final Report |
|
|
223 | (17) |
|
|
|
224 | (1) |
|
Preparing the Final Report |
|
|
224 | (1) |
|
|
|
224 | (1) |
|
|
|
225 | (1) |
|
|
|
226 | (1) |
|
|
|
227 | (1) |
|
|
|
227 | (1) |
|
|
|
227 | (2) |
|
|
|
229 | (1) |
|
|
|
230 | (1) |
|
|
|
231 | (2) |
|
Presenting the Final Report |
|
|
233 | (1) |
|
|
|
233 | (1) |
|
Plan the Residual Message |
|
|
233 | (1) |
|
|
|
234 | (1) |
|
|
|
234 | (1) |
|
|
|
234 | (1) |
|
Practicing and Delivering the Presentation |
|
|
235 | (2) |
|
|
|
237 | (1) |
|
|
|
238 | (1) |
|
Leader Obligations of Step Sdc |
|
|
238 | (1) |
|
|
|
238 | (2) |
|
|
|
240 | |
| Discussion Questions |
|
240 | (1) |
| Bibliography |
|
241 | (2) |
| Index |
|
243 | |
