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

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ISBN: 9780470182703 | 0470182709
Cover: Paperback
Copyright: 4/11/2008

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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.

Acknowledgments	p. xiii
The Authors	p. xv
Introduction	p. 1
Themes	p. 2
About the Word Process	p. 3
About Propositions	p. 4
Investing in Process Design	p. 5
A Stepwise Approach	p. 7
Six Steps	p. 9
Complete a Process Terms of Reference	p. 10
Block the Agenda	p. 12
Develop and Confirm How the Agenda Will Flow	p. 15
Build a Preliminary Design	p. 21
Check the Preliminary Design with Others	p. 26
Complete the Design	p. 27
Propositions	p. 27
Guidelines for Process Design	p. 29
Make Upstream Prevention a Priority	p. 29
Curb the "Overs"	p. 35
Think Strategically About Expertise	p. 36
Listen for Mental Maps	p. 37
Approach Time Consciously	p. 37
Create an Environment That Supports Learning	p. 40
Rethink Openings and Closings	p. 42
And Finally ...	p. 42
Propositions	p. 43
The People Factors: Perspectives, Power, and Values	p. 45
The Perspectives Factor in Process Design	p. 47
Mining Perspectives	p. 49
Group Participation Styles	p. 53
Propositions	p. 58
The Power Factor in Process Design	p. 59
Types of Power	p. 60
Power and Commitment	p. 68
Using Power Positively	p. 69
Propositions	p. 71
The Values Factor in Process Design	p. 73
About Values	p. 75
A Values Hierarchy	p. 77
Implications for Process Design	p. 80
In Summary	p. 92
Propositions	p. 93
Due Diligence: A Process Terms of Reference	p. 95
About a Process Terms of Reference	p. 97
Maps and Territories	p. 97
Developing a PTR	p. 100
A Collaborative Stance	p. 101
Practice Guidelines: Developing a PTR	p. 104
Propositions	p. 108
Understanding the Situation	p. 109
Sample Questions for Exploring the Situation	p. 110
Practice Guidelines: Situation	p. 110
Examples: Situation	p. 112
Propositions	p. 115
Developing a Focus	p. 117
Purpose	p. 118
Sample Questions for Developing a Purpose Statement	p. 121
Objectives, Outputs, and Outcomes	p. 122
Sample Questions for Developing Objectives, Outputs, and Outcomes	p. 126
Practice Guidelines: Purpose, Objectives, Outputs, and Outcomes	p. 127
Examples: Purpose, Objectives, Outputs, and Outcomes	p. 129
Propositions	p. 133
Stakeholder Collaboration	p. 135
Stakeholder Perspectives and Categories	p. 136
Sample Questions for Identifying Stakeholders	p. 137
Practice Guidelines: Stakeholder Collaboration	p. 138
Examples: Key Stakeholders	p. 142
Propositions	p. 144
Core Assumptions	p. 145
Scope	p. 147
Sample Questions for Developing Assumptions	p. 148
Practice Guidelines: Core Assumptions	p. 149
Examples: Core Assumptions	p. 151
Propositions	p. 153
Key Considerations	p. 155
Sample Questions for Developing Key Considerations	p. 156
Practice Guidelines: Key Considerations	p. 159
Examples: Key Considerations	p. 160
Propositions	p. 163
Work Plan	p. 165
Sample Questions for Developing a Work Plan	p. 166
Practice Guidelines: Work Plan	p. 167
Example: A Simple Work Plan	p. 168
Example: A Complex Work Plan	p. 169
Propositions	p. 171
Governance	p. 173
Sample Questions for Developing a Governance Structure	p. 174
Practice Guidelines: Governance	p. 176
Examples: Governance Structures	p. 178
Propositions	p. 182
Essential Documents	p. 183
Sample Questions for Identifying and Developing Essential Documents	p. 185
Practice Guidelines: Essential Documents	p. 186
Examples: Essential Documents	p. 194
Propositions	p. 197
PTR-Three Examples	p. 199
Account Planning for a Regional Sales Group	p. 200
Three Boards Speaking with One Voice	p. 204
Access to Organ Transplantation in Canada: Phase 1-Kidney Allocation	p. 210
Experts and Evidence in Concert	p. 221
Why Evidence-Based Solutions Now?	p. 223
Knowing What to Ask	p. 223
Why Best Evidence Is Important	p. 225
Ambiguity, Paradox, and Disagreement	p. 226
Propositions	p. 227
A Design for Developing Evidence-Based Questions	p. 229
Working Through the Steps	p. 229
Practice Guidelines: Question Development	p. 237
And Finally ...	p. 241
Propositions	p. 242
Sample Process Designs	p. 243
A Town Hall Meeting with XYZ Finance Department	p. 245
A Workshop on Mission and Values	p. 253
References	p. 261
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Process Design: Making it Work A Practical Guide to What to do When and How for Facilitators, Consultants, Managers and Coaches

Summary

Author Biography

Table of Contents

Supplemental Materials