No more pointless meetings : breakthrough sessions that will revolutionize the way you work

No more pointless meetings breakthrough sessions that will revolutionize the way you work

Not just better meetings, but a better way to collaborate.

Detalles Bibliográficos
Autor principal: Murphy, Martin, 1942- (-)
Formato: Libro electrónico
Idioma:Inglés
Publicado: New York : American Management Association c2013.
Edición:1st edition
Materias:
Business meetings.
Organizational effectiveness.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628692206719
Tabla de Contenidos:
  • Cover; NO MORE POINTLESS MEETINGS; Title; Copyright; Dedication; CONTENTS; Chapter 1: WHY MEETINGS FAIL: REFRAMING WORKFLOW MANAGEMENT; Guiding Principles; Separate Content and Process; Why the Boss Shouldn't Run Meetings; The Issues Management Session; The Innovation Session; The Problem-Solving Session; Ongoing Planning; Entry Points; Managing Yourself; Structure of This Book; Chapter 2: THE ISSUES MANAGEMENT SESSION; The Case Study; The Issues Management Session; Step One: Laying the Groundwork; Step Two: Identify the Purpose of the Session; Step Three: Surface All the Issues
  • Step Four: Narrow the List to Critical IssuesStep Five: List the Top Ten Critical Issues; Step Six: Resolve the Issues or Move Them to Another Session; Step Seven: Write the Action Plan; Chapter 3: THE INNOVATION SESSION; The Case Study; The Innovation Session; Getting Started; Information Gaps; Clarify Session Purpose; Phase One: Ideation; Ask for More Ideas; Phase Two: Building; Phase Three: Evaluation; Phase Four: The Action Plan; Final Thoughts on the Innovation Session; Chapter 4: THE PROBLEM-SOLVING SESSION; When to Use the Problem-Solving Session; The Case Study
  • The Problem-Solving SessionStep One: Laying the Groundwork; Step Two: Identify the Problem; Step Three: Reframe the Problem; Step Four: Ask for Solutions; Step Five: Expand the Search; Step Six: The Action Plan; Don't Overdo It; Chapter 5: THE ONGOING PLANNING PROCESS; The Three Drivers of Ongoing Planning; Innovative Collaboration Practices; A Robust Planning Database; Personal Workflow Planners; An Operational Tool; Organizational Learning; A Strategic Mindset; Zen and the Workfl ow Planner; Effective Decision Making; A Final Thought; Chapter 6: ONE-ON-ONE SESSIONS
  • The One-on-One Issues Management SessionGetting Started; Displaying; Identify Critical Issues; Question Exercise; Action Plan; Return to Critical Issues; Switch Roles; The One-on-One Innovation Session; Facilitating; Speed; Innovation Session Phases; Phase One: Ideation; Phase Two: Building; Phase Three: Evaluation; Phase Four: Action Plan; Switch Roles; The One-on-One Problem-Solving Session; Facilitating; Getting Started; Process and Content; Entry Points; Pattern Recognition; Clarify the Problem; Verify or Reframe the Problem; Solution Identifi ed; Question Exercise; Check for Solutions
  • Solution IdentifiedInvisibility Exercise; Ideation; Check for Solutions; Solution Identified; Switch Roles; Postsession Discussion; Chapter 7: SOLO SESSIONS; The Solo Issues Management Session; Getting Started; Workflow Framing; The Solo Innovation Session; Phase One: Ideation; Phase Two: Building; Phase Three: Evaluation; The Solo Problem-Solving Session; Entry Points; Information Gaps; Question Exercise; Getting Started; Pattern Recognition; What-If Exercise; Solution Identifi ed; Ideation Exercise; Chapter 8: MAKING IT HAPPEN; Reminders; Lead by Example; Validate; Expect Success
  • Always Be Asking

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