The Skilled Facilitator: A Comprehensive Resource for Consultants, Facilitators, Coaches, and Trainers; Contents; Preface to the Third Edition; What The Skilled Facilitator Is About; Who This Book Is For; How the Book Is Organized; Part One: The Foundation; Part Two: Diagnosing and Intervening with Groups; Part Three: Agreeing to Work Together; Part Four: Working with Technology; Features of the Book; What's Different in the Third Edition; Part One: The Foundation; Chapter One: The Skilled Facilitator Approach; The Need for Group Facilitation.

Most People Who Need to Facilitate Aren't Facilitators Is This Book for You?; Should I Be a Facilitator, Consultant, Coach, or Trainer to a Group?; What Should I Pay Attention to to Help a Group?; What Do I Say When the Group Isn't Working Effectively?; How Do I Develop an Agreement to Work with a Group?; What Do I Do When a Group Is Difficult to Deal With?; The Skilled Facilitator Approach; It Answers the Questions: What Do I Do? How Do I Do It? Why Do I Do It That Way?; A Systems Approach; All the Parts Fit Together; It's the Same Approach for You and Group Members.

You Can Use the Approach Almost Anywhere Experiencing the Skilled Facilitator Approach; Making the Skilled Facilitator Approach Your Own; Summary; Chapter Two: The Facilitator and Other Facilitative Roles; Choosing a Facilitative Role; The Facilitator Role; The Facilitative Consultant Role; The Facilitative Coach Role; The Facilitative Trainer Role; The Facilitative Mediator Role; The Facilitative Leader Role; Basic and Developmental Types of Roles; Serving in Multiple Facilitative Roles; When It's Appropriate to Leave the Role of Facilitator; Moving to the Facilitative Mediator Role.

Moving to the Facilitative Consultant RoleThe Facilitator as Evaluator; The Group Is Your Client; What Is Your Responsibility for the Group's Results?; Evaluating Your Performance Independent of the Group's Results; Colluding with the Group; Dealing with Collusion; Summary; Chapter Three: How You Think Is How You Facilitate: How Unilateral Control Undermines Your Ability to Help Groups; How You Think: Your Mindset as an Operating System; Two Mindsets: Unilateral Control and Mutual Learning; How You Think Is Not How You Think You Think; The CIO Team Survey Feedback Case.

Barbara's Contribution to the Team's Problems The Unilateral Control Approach; Values of the Unilateral Control Mindset; Win, Don't Lose; Be Right; Minimize Expression of Negative Feelings; Act Rational; Assumptions of the Unilateral Control Mindset; I Understand the Situation; Those Who Disagree Don't; I Am Right; Those Who Disagree Are Wrong; My Motives Are Pure; Those Who Disagree Have Questionable Motives; My Feelings and Behaviors Are Justified; I Am Not Contributing to the Problem; Unilateral Control Behaviors; Results of Unilateral Control; Lackluster Performance.