Facilitation

Changes must be managed in order to achieve the desired effect. If you are responsible for managing change processes and ensuring thatthe changes do in fact happen, facilitation is one of the answers. In Facilitation, professional facilitators generously share their years of work experience, methods, tools together with big and small tips and tricks, which can enhance the toolbox of trained and untrained facilitators. The book discusses how to create dynamic meetings, workshops and processes in which the participants take ownership of the solution, maintain high energy, while achieving the desired results .The book provides you with a large toolbox that covers planning, execution and implementation of workshop design and results plus makes a difference for managers, employees and organisations. Facilitation is about achieving results by involving the human resources of the organisation and creating meaning, energy and stronger relationships between people. Contents Preface Introduction Part I Facilitation Chapter 1 Facilitation is about creating results and ownership through involvement Chapter 2 Involvement and ownership Part II Before – design of the process Chapter 3 Solid design of processes using the ‘Design Star‘ Chapter 4 Purpose – centre and arms of the Star Chapter 5 Participants – the ‘co-workers’ in your process Chapter 6 Environment – creating the right physical and psychological context for your process Chapter 7 Form – methods and processes to develop the script Chapter 8 Always take time to manage expectations of roles during the process Chapter 9 From Design Star to programme and script Chapter 10 The facilitator Chapter 11 The task Chapter 12 GroupPart IV After Chapter 13 AFTER: Implementation and influencing behaviour Chapter 14 Giving and receiving feedback in the role of facilitator Part V Large-scale facilitation Chapter 15 Large-scale facilitation – facilitation of processes involving many peoplePart VI Virtual facilitation Chapter 16 Virtual facilitation – when the participants cannot meet physically Conclusion Bibliography Appendix

Changes must be managed in order to achieve the desired effect. If you are responsible for managing change processes and ensuring thatthe changes do in fact happen, facilitation is one of the answers. In Facilitation, professional facilitators generously share their years of work experience, methods, tools together with big and small tips and tricks, which can enhance the toolbox of trained and untrained facilitators. The book discusses how to create dynamic meetings, workshops and processes in which the participants take ownership of the solution, maintain high energy, while achieving the desired results .The book provides you with a large toolbox that covers planning, execution and implementation of workshop design and results plus makes a difference for managers, employees and organisations. Facilitation is about achieving results by involving the human resources of the organisation and creating meaning, energy and stronger relationships between people. Contents Preface Introduction Part I Facilitation Chapter 1 Facilitation is about creating results and ownership through involvement Chapter 2 Involvement and ownership Part II Before – design of the process Chapter 3 Solid design of processes using the ‘Design Star‘ Chapter 4 Purpose – centre and arms of the Star Chapter 5 Participants – the ‘co-workers’ in your process Chapter 6 Environment – creating the right physical and psychological context for your process Chapter 7 Form – methods and processes to develop the script Chapter 8 Always take time to manage expectations of roles during the process Chapter 9 From Design Star to programme and script Chapter 10 The facilitator Chapter 11 The task Chapter 12 GroupPart IV After Chapter 13 AFTER: Implementation and influencing behaviour Chapter 14 Giving and receiving feedback in the role of facilitator Part V Large-scale facilitation Chapter 15 Large-scale facilitation – facilitation of processes involving many peoplePart VI Virtual facilitation Chapter 16 Virtual facilitation – when the participants cannot meet physically Conclusion Bibliography Appendix

Accompanying groups professionally, Discovering potential, Enabling implementation Facilitation is the art of building contact, focus and binding commitment in groups. Facilitation provides spaces for dialogues in which fresh thoughts can be developed and decisions can be made that are supported by everyone. This way profound change processes become possible. In this concise manual, Jutta Weimar provides a compact, systematic overview of what is important for facilitators in practice to achieve exactly this. She describes both methods and the fundamental attitude that are essential for mobilizing collective intelligence, getting processes up and running effectively, and anchoring them sustainably. This opens up spaces in change processes in which all participants can become more involved. The guide provides plenty of practical examples from Jutta Weimar's wealth of experience, especially in relation to the international quality guidelines, provides support for practical implementation and also shows how other methods can be effectively incorporated as well. Discover the opportunities of this approach - and be curious about what happens!

Changes must be managed in order to achieve the desired effect. If you are responsible for managing change processes and ensuring thatthe changes do in fact happen, facilitation is one of the answers. In Facilitation, professional facilitators generously share their years of work experience, methods, tools together with big and small tips and tricks, which can enhance the toolbox of trained and untrained facilitators. The book discusses how to create dynamic meetings, workshops and processes in which the participants take ownership of the solution, maintain high energy, while achieving the desired results .The book provides you with a large toolbox that covers planning, execution and implementation of workshop design and results plus makes a difference for managers, employees and organisations. Facilitation is about achieving results by involving the human resources of the organisation and creating meaning, energy and stronger relationships between people. Contents Preface Introduction Part I Facilitation Chapter 1 Facilitation is about creating results and ownership through involvement Chapter 2 Involvement and ownership Part II Before – design of the process Chapter 3 Solid design of processes using the ‘Design Star‘ Chapter 4 Purpose – centre and arms of the Star Chapter 5 Participants – the ‘co-workers’ in your process Chapter 6 Environment – creating the right physical and psychological context for your process Chapter 7 Form – methods and processes to develop the script Chapter 8 Always take time to manage expectations of roles during the process Chapter 9 From Design Star to programme and script Chapter 10 The facilitator Chapter 11 The task Chapter 12 GroupPart IV After Chapter 13 AFTER: Implementation and influencing behaviour Chapter 14 Giving and receiving feedback in the role of facilitator Part V Large-scale facilitation Chapter 15 Large-scale facilitation – facilitation of processes involving many peoplePart VI Virtual facilitation Chapter 16 Virtual facilitation – when the participants cannot meet physically Conclusion Bibliography Appendix

Changes must be managed in order to achieve the desired effect. If you are responsible for managing change processes and ensuring thatthe changes do in fact happen, facilitation is one of the answers. In Facilitation, professional facilitators generously share their years of work experience, methods, tools together with big and small tips and tricks, which can enhance the toolbox of trained and untrained facilitators. The book discusses how to create dynamic meetings, workshops and processes in which the participants take ownership of the solution, maintain high energy, while achieving the desired results .The book provides you with a large toolbox that covers planning, execution and implementation of workshop design and results plus makes a difference for managers, employees and organisations. Facilitation is about achieving results by involving the human resources of the organisation and creating meaning, energy and stronger relationships between people. Contents Preface Introduction Part I Facilitation Chapter 1 Facilitation is about creating results and ownership through involvement Chapter 2 Involvement and ownership Part II Before – design of the process Chapter 3 Solid design of processes using the ‘Design Star‘ Chapter 4 Purpose – centre and arms of the Star Chapter 5 Participants – the ‘co-workers’ in your process Chapter 6 Environment – creating the right physical and psychological context for your process Chapter 7 Form – methods and processes to develop the script Chapter 8 Always take time to manage expectations of roles during the process Chapter 9 From Design Star to programme and script Chapter 10 The facilitator Chapter 11 The task Chapter 12 GroupPart IV After Chapter 13 AFTER: Implementation and influencing behaviour Chapter 14 Giving and receiving feedback in the role of facilitator Part V Large-scale facilitation Chapter 15 Large-scale facilitation – facilitation of processes involving many peoplePart VI Virtual facilitation Chapter 16 Virtual facilitation – when the participants cannot meet physically Conclusion Bibliography Appendix

Accompanying groups professionally, Discovering potential, Enabling implementation Facilitation is the art of building contact, focus and binding commitment in groups. Facilitation provides spaces for dialogues in which fresh thoughts can be developed and decisions can be made that are supported by everyone. This way profound change processes become possible. In this concise manual, Jutta Weimar provides a compact, systematic overview of what is important for facilitators in practice to achieve exactly this. She describes both methods and the fundamental attitude that are essential for mobilizing collective intelligence, getting processes up and running effectively, and anchoring them sustainably. This opens up spaces in change processes in which all participants can become more involved. The guide provides plenty of practical examples from Jutta Weimar's wealth of experience, especially in relation to the international quality guidelines, provides support for practical implementation and also shows how other methods can be effectively incorporated as well. Discover the opportunities of this approach - and be curious about what happens!

Changes must be managed in order to achieve the desired effect. If you are responsible for managing change processes and ensuring thatthe changes do in fact happen, facilitation is one of the answers. In Facilitation, professional facilitators generously share their years of work experience, methods, tools together with big and small tips and tricks, which can enhance the toolbox of trained and untrained facilitators. The book discusses how to create dynamic meetings, workshops and processes in which the participants take ownership of the solution, maintain high energy, while achieving the desired results .The book provides you with a large toolbox that covers planning, execution and implementation of workshop design and results plus makes a difference for managers, employees and organisations. Facilitation is about achieving results by involving the human resources of the organisation and creating meaning, energy and stronger relationships between people. Contents Preface Introduction Part I Facilitation Chapter 1 Facilitation is about creating results and ownership through involvement Chapter 2 Involvement and ownership Part II Before – design of the process Chapter 3 Solid design of processes using the ‘Design Star‘ Chapter 4 Purpose – centre and arms of the Star Chapter 5 Participants – the ‘co-workers’ in your process Chapter 6 Environment – creating the right physical and psychological context for your process Chapter 7 Form – methods and processes to develop the script Chapter 8 Always take time to manage expectations of roles during the process Chapter 9 From Design Star to programme and script Chapter 10 The facilitator Chapter 11 The task Chapter 12 GroupPart IV After Chapter 13 AFTER: Implementation and influencing behaviour Chapter 14 Giving and receiving feedback in the role of facilitator Part V Large-scale facilitation Chapter 15 Large-scale facilitation – facilitation of processes involving many peoplePart VI Virtual facilitation Chapter 16 Virtual facilitation – when the participants cannot meet physically Conclusion Bibliography Appendix

Changes must be managed in order to achieve the desired effect. If you are responsible for managing change processes and ensuring thatthe changes do in fact happen, facilitation is one of the answers. In Facilitation, professional facilitators generously share their years of work experience, methods, tools together with big and small tips and tricks, which can enhance the toolbox of trained and untrained facilitators. The book discusses how to create dynamic meetings, workshops and processes in which the participants take ownership of the solution, maintain high energy, while achieving the desired results .The book provides you with a large toolbox that covers planning, execution and implementation of workshop design and results plus makes a difference for managers, employees and organisations. Facilitation is about achieving results by involving the human resources of the organisation and creating meaning, energy and stronger relationships between people. Contents Preface Introduction Part I Facilitation Chapter 1 Facilitation is about creating results and ownership through involvement Chapter 2 Involvement and ownership Part II Before – design of the process Chapter 3 Solid design of processes using the ‘Design Star‘ Chapter 4 Purpose – centre and arms of the Star Chapter 5 Participants – the ‘co-workers’ in your process Chapter 6 Environment – creating the right physical and psychological context for your process Chapter 7 Form – methods and processes to develop the script Chapter 8 Always take time to manage expectations of roles during the process Chapter 9 From Design Star to programme and script Chapter 10 The facilitator Chapter 11 The task Chapter 12 GroupPart IV After Chapter 13 AFTER: Implementation and influencing behaviour Chapter 14 Giving and receiving feedback in the role of facilitator Part V Large-scale facilitation Chapter 15 Large-scale facilitation – facilitation of processes involving many peoplePart VI Virtual facilitation Chapter 16 Virtual facilitation – when the participants cannot meet physically Conclusion Bibliography Appendix