Consensus. Think & Grow Rich. Julian Rappaport | community psychology. Meeting and Deciding. Facilitating. What is Facilitation. Games Trainers Play. Icebreakers, Warmups, Energerizers, & Deinhibitizers: Activities for getting groups going. Ice Breakers. Conflict Management Skills. Gregorio Billikopf Party-Directed Mediation (3rd Edition - January 2014) 446 pages + xvi preface 14 chapters, 3 appendices, index Author: Gregorio Billikopf, University of California Public Service of the University of California Printing, copying or distribution of the on-line version of Party-Directed Mediation is permitted for personal, non-commercial use as long as the author and the University of California are credited, including copyright notices.
This book may only be downloaded from: ( ). Comments and suggestions are greatly appreciated. Tiny URL for this page is: Beth just got turned down by Carlos, the mechanic. If Carlos had no clue that Beth was upset, would this scene still constitute interpersonal conflict? Wherever choices exist there is potential for disagreement. Whether dealing with family members or hired personnel, sooner or later challenges will arise. With hired personnel and strangers, we may often try and put forth our best behavior. Communication Training. Organisations, workplaces, community groups and families have something important in common: The quality of relationships are the key to their success.
Through my life experience as a conference interpreter, journalist, mediator and community founder (together with other people), it has become clear to me that how we communicate and how we work together is more important than what we do. My name is Thomas Riedmuller. I offer to work with you individually and as a group. I can devise training sessions and courses for organisations. I can contribute to the development of your team so that every team member can reach their full potential, so that everyone feels heard and valued. I’m offering to design and facilitate training programmes and meetings for your unique situation in order to: - Build skills for effective communication and conflict resolution. Thomas Riedmuller's Page - Transition Ireland and Northern Ireland. Group Structure.
Citizens groups should have as little structure as possible.
The right amount is just enough to address their goals. In an attempt to become legitimate, many small groups decide they need more structure. Unfortunately, this can lead to spending more time on the needs of the organization than on the reason for getting together. Networks, Cooperatives, Collectives Grassroots organizations seem to work better with a flat structure as free as possible of boards, directors, and chairs. Flatness, or the absence of an organizational hierarchy, does not mean the elimination of individual roles or responsibilities. Traditional structure Traditional organizational structure seems to dry out the grassroots.
An elected leadership Some groups elect a set of officers - a president, one or two vice presidents, a secretary and a treasurer. Committees & Task Forces Committees and task forces are the main way jobs are shared. Effective Decision Making in Teams: Methods. Increasing Participation & Membership. Contributed by: Alexandra Ataya (Based on the work of Al-Shehab Institution for Comprehensive Development, a civil society organization in Egypt.
A more detailed paper about the project can be found here. For more information about Al-Shehab Institution please visit their website.) Background Ezbet El Hagana is an urban slum area located in north-eastern Cairo, situated between two prestigious neighborhoods. The area is defined as an “informal settlement,” as people settled without formal permission on desert land belonging to the state. 1. Al-Shehab Foundation bases its work in Ezbet El Hagana on the belief that determinants of ill health can only be improved through proper community empowerment and participation. The Strategic Goals of Al-Shehab: 2. Al-Shehab viewed community members as essential partners and collaborators for all projects and activities that were to take place. New Leaders: Collaborative, Not Commanding. Originally posted in the Wall Street Journal on March 19, 2010 A revolution is reshaping America's best-led companies.
Authentic leaders focused on customers are replacing the old guard of hierarchical leaders who concentrated on serving short-term shareholders. The old "command-and-control" style is being replaced with an empowering, collaborative style. During the last half of the 20th century, business leadership became an elite profession, dominated by leaders who ruled their enterprises top down. Influenced by two World Wars and the Depression, organizational hierarchies were structured like military models. Their leaders used multi-layered structures to establish control through rules and processes. Leadership without Hierarchy.
The model devised by Niels Bohr depicts the hydrogen atom as a small, positively charged nucleus surrounded by electrons that travel in circular orbits around the nucleus.
Electrons can jump up or down between these circular orbits that represent different energy levels. From my point of view the nucleus consists of the people 100 % compromised with the company Mission, Values & Objectives. The electrons that travel in different orbits with different energy levels represents collaborators in positions from which they want to contribute, with varying degrees of commitment with the Mission, Values & Objectives. Each employee can be placed in the orbit he wants, and do so voluntarily according to what he wants or can contribute to the company. According to this model of organizational structure: Nonviolent Communication.