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Making questions work : a guide to what and how to ask for facilitators, consultants, managers, coaches, and educators Cover Image Book Book

Making questions work : a guide to what and how to ask for facilitators, consultants, managers, coaches, and educators / Dorothy Strachan.

Strachan, Dorothy, 1947- (Author).

Summary:

This resource looks at the how, what and when of asking questions when facilitating groups. Includes practical tips and over 1700 questions that you can use or adapt.

Record details

  • ISBN: 0787987271
  • ISBN: 9780787987275
  • Physical Description: xxvi, 245 p. : ill. ; 24 cm.
  • Publisher: San Francisco : Jossey-Bass, c2007.

Content descriptions

Bibliography, etc. Note:
Includes bibliographical references (p. 241-245).
Formatted Contents Note:
Part one: How to ask questions -- 1. Questions that work -- 2. Core facilitation values -- 3. Follow-up questions -- Part two: What to ask when -- 4. Questions for opening a session -- 5. Questions fo enabling action -- 6. Questions for thinking critically -- 7. Questions for addressing issues -- 8. Questions for closing a session -- In closing: about questions - what I know for sure -- References.

Search for related items by subject

Subject: Group facilitation.
Problem solving.
Questioning.
Critical thinking.

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Available copies

  • 1 of 1 copy available at Decoda Literacy Library. (Show)

Holds

  • 0 current holds with 1 total copy.
Show Only Available Copies
Location Call Number / Copy Notes Barcode Shelving Location Holdable? Status Due Date
Decoda Literacy Library 658.4036 S77 2007 (Text) 35410000001164 General Collection Volume hold Available -
► Summaries & More
▼ Additional Content
Acknowledgments xv
The Author xvii
Preface xix
Introduction xxi
PART ONE HOW TO ASK QUESTIONS
Questions That Work
3(28)
Process Frameworks
4(4)
Conscious Questioning
8(5)
Framing Questions
9(1)
Planned Questioning
10(1)
Closed and Open Questions
10(1)
Closed Questions
10(2)
Open Questions
12(1)
Skills for Conscious Questioning
13(13)
Customize for Context
13(2)
Create Inviting Questions
15(2)
Clarify Assumptions
17(1)
Ask with Sensitivity
18(2)
Accommodate Risk and Anxiety
20(2)
Maintain a Participant-Observer Stance
22(2)
Consider ``Why?'' Carefully
24(1)
When in Doubt, Check It Out
25(1)
Reminders
26(5)
Core Facilitation Values
31(28)
Values Into Action
32(1)
Integrity
33(11)
Guidelines for Asking Questions with Integrity
33(1)
Maintain Objectivity
33(2)
Clarify Confidentiality
35(1)
Be Sensitive to Conflicts of Interest
36(3)
Avoid Collusion
39(1)
Ask Questions Fairly
40(1)
Determine Authorship
41(1)
Address Imbalances in Power and Information
41(1)
Operationalizing the Value of Integrity
42(2)
Authenticity
44(6)
Guidelines for Asking Questions with Authenticity
45(1)
Build Group Ownership for Outcomes
45(1)
Minimize Self-Deception About a Process
46(1)
Be Clear About Intentions
46(1)
Acknowledge Problems
47(1)
Be Honest About Your Competencies
47(1)
Be Present; Tune In
48(1)
Hear Your Client's Perspective
48(1)
Operationalizing the Value of Authenticity
48(2)
Mutual Respect
50(5)
Guidelines for Asking Questions with Mutual Respect
51(1)
Enable Equity
51(1)
Clarify Group Norms
52(1)
Respect Exchange Times
53(1)
Encourage Direct Interaction
53(1)
Be Patient; Whose Silence Is It?
54(1)
Respect the Energy in the Group
54(1)
Operationalizing the Value of Mutual Respect
55(1)
Leaning on Values
55(4)
Follow-up Questions
59(10)
Prompt for Clarification
60(1)
Prompt for Perspectives
61(1)
Prompt for Rationale
62(1)
Prompt for Options
63(1)
Prompt for Implications
63(6)
PART TWO WHAT TO ASK WHEN
Questions for Opening a Session
69(30)
Process Framework
69(2)
Guidelines for Questions to Open a Session
71(2)
Question Bank
73(17)
Getting to Know One Another
74(1)
Focus: Sharing Personal Information
74(3)
Focus: Exploring Work Experience
77(3)
Clarifying Expectations
80(1)
Focus: Understanding Hopes and Concerns
80(3)
Focus: Meeting Objectives and Outcomes
83(1)
Building Commitment
84(1)
Focus: Developing Group Norms
85(3)
Focus: Building Ownership
88(2)
Common Challenges
90(9)
When Time Is Short
90(1)
Opening a Workshop on a Specific Topic
91(3)
Opening a Series of Workshops
94(2)
Loosening Up a Tight Group
96(3)
Questions for Enabling Action
99(32)
Process Framework
99(3)
Guidelines for Questions to Enable Action
102(2)
Question Bank
104(18)
``What?'': The Notice Questions (Observations)
104(3)
``So What?'': The Meaning Questions (Reflections)
107(1)
Focus: Relevance and Fit
107(3)
Focus: The Organization
110(2)
Focus: The Individual
112(2)
``Now What?'': The Application Questions (Actions)
114(1)
Focus: Personal Change
114(2)
Focus: Organizational Change
116(1)
Focus: Building Ownership
117(2)
Focus: Operational Planning
119(3)
Common Challenges
122(9)
Supporting Action After a Meeting of a Network or Coalition
122(1)
Enabling a Structured Approach to Reflection and Action
123(1)
Discussing and Making Decisions That Affect Organizational Policies
124(1)
Applying Research (Knowledge Translation)
125(3)
Workplace Stress: Personal Change
128(3)
Questions for Thinking Critically
131(40)
Process Framework
133(1)
Guidelines for Questions to Enable Critical Thinking
134(2)
Question Bank
136(29)
Making Assumptions and Perspectives Explicit
136(1)
Focus: The Individual
136(2)
Focus: The Team or Organization
138(3)
Focus: The Broader Context
141(3)
Understanding Interests and Power Relationships
144(1)
Focus: The Individual
144(3)
Focus: The Team or Organization
147(2)
Focus: The Broader Context
149(2)
Exploring Alternative Ways of Thinking and Acting
151(1)
Focus: The Individual
151(4)
Focus: The Team or Organization
155(1)
Focus: The Broader Context
156(2)
Making Ethical Choices
158(1)
Focus: The Individual
158(3)
Focus: The Team or Organization
161(3)
Focus: The Broader Context
164(1)
Common Challenges
165(6)
Thinking Critically About the Future
165(1)
Acting Ethically in Low-Resource Countries
166(1)
Thinking Critically About Policy Changes
167(4)
Questions for Addressing Issues
171(38)
Process Framework
171(1)
Guidelines for Questions to Address Issues
172(3)
Question Bank
175(27)
Understanding the Situation
176(1)
Focus: Internal Considerations
176(4)
Focus: External Considerations
180(2)
Clarifying the Issues
182(1)
Focus: Issue Description
183(2)
Focus: Why This Is an Issue
185(2)
Focus: Stakeholders
187(2)
Generating Options for Action
189(1)
Focus: A Positive Future
189(1)
Focus: Solutions
190(2)
Focus: Learning from Others
192(1)
Testing Options for Action
193(1)
Focus: Rationale
194(1)
Focus: Potential Impact
194(1)
Focus: Strategic Fit
195(2)
Making a Decision
197(2)
Taking Action
199(3)
Common Challenges
202(7)
Encouraging Candor and Confidentiality
202(1)
Putting Sensitive Issues on the Table
203(1)
Issues Management in a Nongovernmental Organization
204(1)
Issues-Based Planning: A Redundancy Program
205(4)
Questions for Closing a Session
209(28)
Process Framework
209(1)
Guidelines for Questions to Close a Session
210(1)
Question Bank
211(17)
Looking Backward
212(1)
Focus: Midway Through a Process
212(1)
Focus: The Experience as a Whole
213(3)
Focus: Learning
216(2)
Focus: Productivity
218(3)
Focus: Management of the Process
221(1)
Looking Forward
222(1)
Focus: Celebrating Success
222(1)
Focus: Building Ownership for Follow-Through
223(1)
Focus: Taking Action---Knowledge Translation
224(3)
Focus: Future Collaboration
227(1)
Common Challenges
228(9)
Bringing a Multisite Project to a Close
228(2)
Closing a National, Issues-Based Workshop
230(1)
Conducting Exit Interviews in Small Groups
231(3)
Reviewing a Pilot Workshop
234(3)
In Closing: About Questions---What I Know for Sure 237(4)
References 241

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