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Consensus Through Conversation: How to Achieve High-Commitment Decisions
 
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Consensus Through Conversation: How to Achieve High-Commitment Decisions [Format Kindle]

Larry Dressler

Prix conseillé : EUR 13,13 De quoi s'agit-il ?
Prix éditeur - format imprimé : EUR 13,27
Prix Kindle : EUR 9,19 TTC & envoi gratuit via réseau sans fil par Amazon Whispernet
Économisez : EUR 4,08 (31%)

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Descriptions du produit

Présentation de l'éditeur

Real organizational change isn't brought about by decree, pressure, permission, or even persuasion. Sustained change comes when people are passionately and personally committed to a future that they have helped to shape. If you want to turn your organization's cynics into owners, give them a voice in the decisions that impact their work. Consensus Through Conversation shows how.

Consensus is a cooperative process in which all of a group's members develop and agree to actively support a decision. It's not mere acquiescence--consensus goes several steps beyond, transforming people from resigned instruction-followers to dedicated champions of an idea. Larry Dressler shows you exactly how to prepare for a successful consensus-building process, takes you step-by-step through that process, and offers tips for success and traps to avoid. Throughout, he provides a host of tools and examples that make this an eminently practical and immediately useful guide.

Consensus Through Conversation will give you the tools you need to use consensus effectively in your organization. It is a handy, vital reference that you will turn to again and again in your efforts to tackle high stakes issues, make high quality decisions, and build enthusiasm and commitment to action.

Mike Ferretti, CEO, Great Harvest Bread Company

"Larry Dressler has created a brilliant work...a must read for any manager that wants meaningful decisions in their organization."

Détails sur le produit

  • Format : Format Kindle
  • Taille du fichier : 280 KB
  • Nombre de pages de l'édition imprimée : 89 pages
  • Editeur : Berrett-Koehler Publishers (12 octobre 2006)
  • Vendu par : Amazon Media EU S.à r.l.
  • Langue : Anglais
  • ASIN: B005LY2FBC
  • Synthèse vocale : Activée
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  • Classement des meilleures ventes d'Amazon: n°188.614 dans la Boutique Kindle (Voir le Top 100 dans la Boutique Kindle)
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Amazon.com: 4.8 étoiles sur 5  13 commentaires
13 internautes sur 13 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Sherri Cannon, CEO, The Cannon Group, Inc., Rancho Palos Verdes, CA 11 novembre 2006
Par Sherri Cannon - Publié sur Amazon.com
Format:Broché
First, compliments to Dressler for successfully resisting the temptation to unnecessarily 'inflate' the size of this book. As a result, Consensus through Conversation is digestible during a reasonable length plane flight. What makes it worthwhile to read on your NEXT plane trip is this: unlike many authors who are intellectually sound but lack "on the ground" skills, Dressler is different. He knows how to bring about sustainable improvement in organizational productivity. Even better, he knows how to TEACH others to do the same. That's what this book does--illustrates WHY real conversation is essential to affect lasting change. And then, takes us from ivory tower to ground level by producing a tool box of diagrams, tips, do's & don'ts, and straight talk. If every author packed this much value into 77 pages, we would all spend more time IMPROVING our organizations than reading about it. Thanks for raising the bar, Larry.
11 internautes sur 11 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A convert to the power of consensus 16 novembre 2006
Par H. Scogin - Publié sur Amazon.com
Format:Broché
I began this book with a healthy dose of skepticism. On more than one occasion I've been involved in "consensus" decision-making processes that were less than stellar. (As an employee, a board member, a community member and business owner.) In the hands of an unskilled, or manipulative, or misguided (or worse, downright deceitful) facilitator a so-called consensus decision-making process can leave you feeling like your pocket has been picked. You know exactly what I mean. When you finish the "process" and feel like you've been hoodwinked into agreeing to something because:

- You didn't fully understand the scope of the issue you are supposed to be dealing with.
- People with important information about the issue weren't in the room.
- A manager who is worried about his ox getting gored has set the whole thing up to "share the blame" for some no-win problem he doesn't know how to solve.
- You could never get a word in edgewise after your first stated concern stamped you as "not a team player."
- And it was clear the boss wasn't going to go along with the decision the group made anyway!

Well, the author not only educated me about what real consensus looks like, I feel like I've been inoculated against the toxic variety. The book, as mentioned in another review, is lean and mean. But there is plenty of substance to chew on, including:

- A useful comparison of different decision making methods, along with their strengths and weaknesses.
- A clear explanation of the considerable power of a consensus process. (Not the least of which is accelerated implementation of a decision.)
- Succinct guidelines on how to start a consensus meeting off on the right foot.
- Clear suggestions on how a multi-stage consensus process can be organized.
- Specific strategies for dealing with people who engage in unproductive behavior. You know them as obstructionists, grandstanders, and those who sit silently waiting to strike with critical comments just when it seems the group is making progress.

Perhaps the greatest value I found in this book is that it will steer me away from making the same mistakes I have seen other well-intentioned decision facilitators make time and again. Like not paying attention to simple and obvious things such as laying down ground rules for how people will communicate as they work toward a consensus. The author even puts words in your mouth by giving you on-point language to use just for this and other such occasions you will encounter while leading or participating in a consensus process.

The information is so accessible and useful beyond the topic of consensus that I have no doubt that I will wear this book out in no time. The pages are already dog-eared and the spine is creased. Thankfully I haven't dropped it in the tub yet.
6 internautes sur 6 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 review from a real-world manager, not a consultant 7 novembre 2006
Par Sharon in Seattle - Publié sur Amazon.com
Format:Broché
As a medical practice administrator, I found the approach described in Dressler's book as practical and an approach I intend to use for a tough decision I am struggling with, and wondering not just "what's the answer", but "how do we decide between a number of less than ideal choices with big impacts - - and are we exploring the full universe of options?". I am excited about implementing Dressler's approach; I believe its clarity and inclusiveness will not only produce a high quality decision, but will generate benefits well beyond the decision itself.
2 internautes sur 2 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 well worth the time and thought 12 novembre 2006
Par Drew Kugler - Publié sur Amazon.com
Format:Broché
Working in and with groups and, at the same time, making progress can be an incredibly complex experience. This book, though it demands a disciplined and thoughtful effort, will make a profound difference by its use. Having seen the principles of this work in action, groups are healthier and far more productive toward their charter. Members discover the patience to listen and the courage to contribute to others; results that make choosing this path quite worthy.
1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Community-Based Planning Consultant's Perspective 22 novembre 2006
Par Deborah L. Silver - Publié sur Amazon.com
Format:Broché
As a consultant who works with coalitions and partnerships of people from different organizations and community sectors, I am very appreciative of the systematic approach Dressler provides for achieving consensus in decision-making. It is important that groups feel that the process they engage in to think through problems and make decisions is inclusive of the diversity of perspectives in the room, and is also effective at achieving results that facilitate progress. This book provides the framework and methodology to produce both those outcomes.
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