Increasingly, people working in teams face complex issues that need resolving in an efficient, participatory manner that honours the group's diverse perspectives and individual creativity. The Workshop Book outlines the best practices of the workshop method, based on the Institute for Cultural Affair's Technology of Participation, and its use in consensus formation, planning, problem solving and research. It also discusses workshop preparation and design, leadership styles, dealing with difficult behaviour, and special applications such as its use in large groups and for planning purposes.
Table of Contents:
Acknowledgements
Foreword
Introduction
Part 1. The Consensus Workshop Method
1. Why Use the Consensus Workshop Method?
Those awful meetings
Innocent of process
Common uses of "workshop"
When the method works best
2. Some Background
Development of the Method
The uniqueness of the method
The Impact of the method
3. The Consensus Workshop As Life Method
ICA/ ToP™ methods
Four phases
An example of the method in action
Five steps
4. Two Approaches to the Consensus Workshop
The cards approach
The flip chart approach
Part 2. The Finer Points of the Consensus Workshop
5. The Context: Orienting the Group
The Workshop Assumptions
The Workshop Book
6. Brainstorming: Harvesting the Group's Ideas
Brainstorming using a flip-chart
Possible pitfalls
The facilitator's disciplined clarification of data
7. Clustering Ideas: Order out of Chaos
The intent of clustering
Traps in clustering
The clustering principle
8. Naming: One Concept from Many Ideas
The procedures
9. Step 5: Symbolizing the Resolve
Optional follow-up steps after a consensus workshop
Part 3. Workshop Leadership
10. Design and Preparation of a Consensus Workshop
Assessing the group's techniques and situation
Creating a focus question
Orchestrating the process
Personal prep
Rehearsing the facilitator's stance
11. The Style of the Workshop Facilitator
The workshop facilitator's job
Launching a consensus workshop
Facilitator competencies
The fundamental requirement
The paradox of facilitators
Facilitation by the boss or the expert
Be the one you are
12. Challenges That Stretch the Facilitator
Difficult people or difficult behaviors
Using the method to deal with the issues
13. Time, Space, Mood and Group
Managing time effectively
Managing space
Managing the mood: creating eventfulness
Managing the group: using short courses
Part 4. Consensus Workshop Applications
14. Using the Consensus Workshop Method with Various Group Sizes
A. Workshop for an individual
B. Workshop for a small group of two to four
C. Workshop for a group of five to 40
D. Workshop for a group of 40 to 100
E. Workshop for a group over 100
15. Using the Consensus Workshop Method in a Series
Model-building consensus workshop series
ToP™ Planning Series
Appendix 1. Building Consensus
Appendix 2. Examples of Focus Questions
Appendix 3. ICA: Its Mission and Locations
Bibliography
Index
About the Author :
Educator and researcher R. Brian Stanfield was the Director of Publications for ICA Canada. He was the editor of Edges: New Planetary Patterns, a newsstand magazine, and also wrote The Art of Focused Conversation, The Courage to Lead and The Courage to Lead Journal. Australian born, he worked with the Institute of Cultural Affairs (ICA) in many communities, especially in Australia, India, USA and Canada. A non-profit with a presence in 24 countries, ICA has 50 years of experience in organizational development, adult and child education, community development and methods of social change.
